Part 1: The Context of IHRM: Challenges, Strategies, and External Forces
Readings
1.1 Putting the Challenges of International Human Resource Management into Perspective
Paul Evans, Vladimir Pucik, and Ingmar Bjoerkman
1.2 Managing Global Talent Challenges with Global Talent Management Initiatives
Randall S. Schuler, Susan E. Jackson, and Ibraiz Tarique
1.3 Localisation: Societies, Organisations and Employees
Wes Harry and David G. Collings
Cases
1.1 Peter Hansen: Building a World-Class Product Development Centre for Hi-Tech Systems in China
Ingmar Bjoerkman
1.2 Socometal: Rewarding African Workers
Evalde Mutabazi and C. Brooklyn Derr
1.3 Four Seasons Goes to Paris
Roger Hallowell, David Bowen, and Carin-Isabel Knoop
Part 2: Cross-Cultural and Diversity Management
Readings
2.1 Diversity as Strategy
David A. Thomas
2.2 In the Eye of the Beholder: Cross-Cultural Lessons in Leadership from Project Globe
Mansour Javidan, Peter W. Dorfman, Mary Sully de Luque, and Robert J. House
2.3 Multicultural Individuals: What Can They Bring to Global Organizations?
Stacey R. Fitzsimmons, Christof Miska, and Gunter K. Stahl
Cases
2.1 Olivia Francis
Mark E. Mendenhall
2.2 Johannes van den Bosch Sends an Email
Joseph J. DiStefano
2.3 B. Uwa Ode: A Cultural Chameleon or Stranded between Cultural Chairs?
Sebastian Reiche and Yih-teen Lee
Part 3: Global Staffing and Management of Global Mobility
Readings
3.1 Types of International Assignees
David G. Collings, Anthony McDonnell, and Amy McCarter
3.2 Expatriate Performance Appraisal: Problems and Solutions
Gary R. Oddou and Mark E. Mendenhall
3.3 Compensating Global Employees
Jaime Bonache and Luigi Stirpe
Cases
3.1 Fred Bailey: An Innocent Abroad
J. Stewart Black
3.2 Selecting a Country Manager for Delta Beverages India: Part I and II
Paula Caligiuri and Henry W. Lane
3.3 Andreas Weber's Reward for Success in an International Assignment: A Return to an Uncertain Future
Gunter K. Stahl and Mark E. Mendenhall
Part 4: People Issues in Global Teams, Alliances, Mergers, and Acquisitions
Readings
4.1 Global Teams That Work: A Framework for Bridging Social Distance
Tsedal Neeley
4.2 Managing Alliances and Joint Ventures
Vladimir Pucik, Paul Evans and Ingmar Bjoerkman
4.3 IHRM Issues in Mergers and Acquisitions
Satu Teerikangas, Gunter K. Stahl, Ingmar Bjoerkman and Mark E. Mendenhall
Cases
4.1 Hailing a New Era: Haier in Japan
Carlos Sanchez-Runde, Yih-teen Lee, and B. Sebastian Reiche
4.2 Lenovo-IBM (A): Bridging Cultures, Languages, and Time Zones, and Lenovo-IBM (B): Integration Challenges
Kathrin Koester and Gunter K. Stahl
4.3 Guangdong Electronics
Ingmar Bjoerkman and Ming Zeng
Part 5: Responsible Leadership in a Global and Cross-Cultural Context
Readings
5.1 Values in Tension: Ethics Away from Home
Thomas Donaldson
5.2 The Challenge of Responsible Global Leadership
Gunter K. Stahl, Christof Miska, Laura J. Noval and Verena J. Patock
5.3 Global Leadership for Sustainable Development
Ina Aust and Marie-Therese Claes
Cases
5.1 Changmai Corporation
Charlotte Butler and Henri-Claude de Bettignies
5.2 Levi Strauss & Co.: Addressing Child Labour in Bangladesh
Nicola Pless and Thomas Maak
5.3 EVN in Bulgaria - Engaging the Roma Community
Barbara Coudenhove-Kalergi and Christian Seelos