international compensation see
compensation
international division structure 42–4
international organizational model 46–7
international phase (II) 69, 70, 72
international states of mind 59
international strategy 37
international trade 10–15
internationalization phases 68–71
interpersonal relationships
interaction and support 367, 368
other’s orientation dimension 269, 367
relational abilities 268
supervisor–subordinate relationships 373
interpretations, as core of culture 155–6
Italy 20, 130Japan 14, 47–8, 98, 122, 134
capitalist model 417, 426–7
competitive advantage 23–4
employment practices transfer
391–2, 395–6, 397, 402–3
HRM model 200–4
in China 210–11
institutional convergence 424
national comparative and competitive
advantage 23–4
organizational structure 124–5, 127, 130
women expatriates in 370, 371
job novelty 292
job specialization 125
‘job-hopping’ 346knowledge
and expertise transfer 47, 80–1, 259,
260, 335
resources 21
shared 29–30
Korea 20, 130labour force, unskilled Western 25, 26–7
labour law, EU 437–8
labour resources 21
labour vscapital (H–O theorem) 12–13, 16
labour–management relations 22
see alsoindustrial relations; trade
unionism
land resources 21
language fluency 272, 273
large-sized enterprises (LEs), Taiwan 206–7
leader–member exchange (LMX) model 373
leadership 126
competencies 335
women 362–4
lean production 403learning effect 29, 472
liberal market economies 420–1
liberalisation of trade 423–4
licensing 18–19
local production 55
local R&D 55
local responsiveness 54–5
local and senior managers 256–9, 262
localized approach to compensation
315–16
location advantages 18, 39, 40, 41
locus of control 230
locus of human value 233
long- vsshort-term orientation 147–8,
154, 159
long-term contracts 213
long-term goals, cross-cultural training
(CCT) 290, 295–6M&A see mergers and acquisitions
Maastricht Treaty 437 , 438–9, 466
machine tool industry 126–7, 136–7
management behaviour, women 362–4
management development 259, 261–2,
263–5, 267–8
management shortage 77–9
management team selection 100–1
‘masculine’ personality/behaviour 264, 363
masculinity vsfemininity 146–7, 148
mastery-oriented societies 158
‘maturity’ phase 68
‘Mediterranean’ capitalist model 423
mental programming 121–2, 148–9
mentoring programs 340
‘merger of equals’ 96
‘merger syndrome’ 102
mergers and acquisitions (M&A)
89–90, 107–9
concept of integration 92–7
cultural differences 90–2, 98
IHRM implications 97–107
mobility barriers 79
monochrony 152
motivation
developing countries 240
women 361–2
multi-divisional forms 465
multiculturalism 34
complexity 34–5
dynamics 241–4
potential benefits 35–6
multidomestic companies 52, 54, 55,
56, 57–8, 59
multidomestic organizational model 45–6
multidomestic strategy 37, 41, 52, 53 , 64nSubject Index 4953122-Sub-Index.qxd 10/29/03 2:32 PM Page 495