Patricia Adam - Managing Internationalisation

3.2 Developing the Mission, Vision, Values and Ethics 3.2.1 Defining and Communicating the Core Purpose of an Organisation VIPs 3.2.2 Acting as Role Models for Ethical Behaviour 3.2.2.1 Corporate Ethics and Social Responsibility 3.2.2.2 Ethical Behaviour in International Business VIPs 3.2.3 Communicating Direction and Uniting the Organisation’s People 3.2.5 Developing and Reviewing Leadership Culture 3.2.5.1 Developing and Supporting a Shared Leadership Culture 3.2.5.2 Reviewing and Improving Leadership Behaviour VIPs 3.3 Driving Performance and Engaging with External Stakeholders 3.4 Reinforcing a Culture of Excellence 3.4.1 Developing an Excellent Organisational Culture 3.4.2 Promoting and Encouraging Diversity VIPs 3.5 Managing Change VIPs 3.6 Citations & Notes 4 Defining and Delivering an International Strategy 4.1 Strategy and the Strategy Management Process 4.1.1 Popular Strategy Definitions 4.1.2 Comprehensive Strategy Management Processes: EFQM Criterion 2 4.2 Scanning the Environment 4.2.1 Understanding the Needs and Expectations of Stakeholders 4.2.2 Analysing Industry and Markets 4.2.3 Identifying and Understanding Environmental Key Trends 4.2.4 Predicting Future Developments and Changes VIPs 4.3 Analysing Internal Performance 4.3.1 Understanding Operational Performance and Capabilities 4.3.2 Determining Competencies of Partners and Potential Impacts of Changes. 4.3.3 Bringing It All Together: Portfolios VIPs 4.4 Developing the Strategy 4.4.1 Strategy Levels 4.4.2 Generating a Sustainable Business Model 4.4.3 Business Model Choices 4.4.4 Establishing a Strategy Development Process VIPs 4.5 Communicating and Implementing the Strategy 4.6 Citations & Notes 5 Deploying Strategy through People 5.1 International Human Resource Management 5.1.1 The International HRM Function 5.1.2 Managing People: EFQM Criterion 3 5.2 Supporting the Strategy through People Plans 5.2.1 Steering Human Resource Management Strategically VIPs 5.2.2 Planning Global Mobility VIPs 5.2.3 Closing the Loop: People Feedback VIPs 5.3 Developing People and Their Performance 5.3.1 Developing People’s Skills and Competencies VIPs 5.3.2 Helping People to Improve Their Performance VIPs 5.3.3 Appraising Performance Systematically 5.3.4 Empowering and Involving People VIPs 5.4 Communicating Effectively VIPs 5.5 Recognising People VIPs Citations & Notes 6 Managing International Partners and Resources 6.1 A Broad View on Resources: EFQM Criterion 4 6.2 Establishing International Partnerships for Mutual Benefit 6.2.1 Selecting an Appropriate Foreign Operation Mode 6.2.1.1 Cross-Border Strategic Alliances VIPs 6.2.1.2 Contractual Agreements in International Operations 6.2.1.3 International Joint Ventures 6.2.1.4 Mergers & Acquisitions across Borders and Cultures 6.2.2 Managing International Partners VIPs 6.3 Managing Finance and Governance Processes 6.3.1 Optimising Organisational Financial Management VIPs 6.3.2 Ensuring Compliance VIPs 6.3.3 Managing Risks VIPs 6.4 Managing Knowledge and Information 6.4.1 Managing Knowledge Systematically VIPs 6.4.2 Establishing Integrated (Management) Information Systems 6.5 Citations & Notes 7 Managing Processes and Products Globally 7.1 Delivering Stakeholder Value: EFQM Criterion 5 7.2 Managing Processes VIPs 7.3 Managing Products and Services Based on ISO 9001 7.3.1 Introducing a Certifiable Quality Management System VIPs 7.3.2 Managing Products and Services Globally VIPs 7.3.3 Enhancing Customer Relationships 7.4 Citations & Notes 8 Achieving and Monitoring Balanced Results 8.1 EFQM Results Criteria 8.2 Introducing the Balanced Scorecard Concept VIPs 8.3 Monitoring Achievements by Designing Meaningful Dashboards VIPs 8.4 Citations & Notes 9 Assessing the Organisation’s Management Model 9.1 Establishing Strategy Reviews for Continuous Improvement VIPs 9.2 Implementing Self-Assessments 9.2.1 Introducing Self-Assessment Tools VIPs 9.2.2 Conducting a Simulated Award Assessment VIPs 9.3 Achieving External Recognition and Winning Excellence Awards VIPs 9.4 Citations & Notes

References

List of Abbreviations

Glossary

Index

Table of Figures

Figure 1-1	Concept Map “Introduction and Overview”
Figure 1-2	Symbols Used for Special Information Employed Throughout this Book
Figure 1-3	Multi-Faceted Motives for Internationalisation Processes
Figure 1-4	The Global Integration/Local Responsiveness Framework
Figure 1-5	Survey of the New St. Gallen Management Model
Figure 1-6	Baldrige Criteria for Performance Excellence Framework 2015
Figure 1-7

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