The Foreign Subsidiary: Working Within an International Firm

Description

This book explores international management with a focus on the foreign subsidiary. The foreign subsidiary is an important entity within a multinational corporation (MNC). Much of the future revenue and profit growth of the MNC will be from its foreign operations. Together with other foreign subsidiaries, the foreign subsidiary represents the future growth and survival of an MNC. This book investigates the theme that the future holds the MNC and the foreign subsidiary true to their purpose of enlarging the scope of business around the world and transferring from across countries: people, values, ideas and views and perspectives, knowledge, arts and know-how and skills, life styles and standards of living, goods and services, equipment, finance, and (engineering and organizational) technologies. Dedication Table of Contents List of Figures List of Tables Foreword Introduction Part A: Global Organizational and Foreign Subsidiary Strategies 1 MNC’s Strategy Paths: Conceptual Analysis for Its Foreign Subsidiary Units 2 Strategic Management for MNC Firms: A Conceptual Discussion 3 Foreign Subsidiary Unit Strategic Decision-Making Process Part B: HQ-Foreign Subsidiary Relationship: Constructs for Strategy, Structure, Culture, and Organizational Technologies 4 MNC HQ-Foreign Subsidiary Unit Relationships: Strategies for Improving Entrepreneurship and Innovation 5 A Nurturing Headquarters Is Good for the Multinational Corporation 6 Formulating an International Growth Strategy: Considerations for MNC Decision-Making Process 7 Strategic and Operational Scope of Foreign Subsidiary Units Part C: Entrepreneurship, Innovation, and Competitiveness 8 Global Organizational Innovation Strategy 9 Managing Foreign Subsidiary Competitiveness 10 Entrepreneurial Challenges in Reformulating Firm’s Corporate Strategy: A Framework for Analysis 11 Organizational Innovation for MNC and Foreign Subsidiaries Part D: Training Expatriate Executives 12 The Making of the United States Foreign Subsidiary CEO 13 Training Expatriates for Emerging (Developing) MarketCountries 14 Training for the Overseas United States Managers 15 Strategic International Human Resource Management: The Key to International Competitiveness Part E: Ethical and Social Responsibility Issues for the Foreign Subsidiary 16 Corporate Social Responsibility: Theoretical Discussions 17 Framework for Social Responsibility Strategies for Foreign Subsidiaries Operating in Diverse Cultural Environments 18 The MNC’s Global Ethics and Social Responsibility: A Strategic Diversity Management Imperative 19 Ethical Issues Analyses in International Management: A Framework for Analyses 20 Ethical Conduct Protection Board for the Global Organization: Issues in Strategic Management for Global Organization 21 Conclusions