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October 2019
October 2019

Global Business Management

Version 1.0 By: Sanjyot P. Dunung

Key Features:

  • Cornerstone themes of entrepreneurship and strategy.
  • Strategy is defined as competition and competitive advantage, while entrepreneurship, along with managing intrapreneurship, is seen as creating new opportunities where none previously existed.
  • Many organizations increasingly conduct at least some of their business across borders. For students who are budding entrepreneurs, understanding global management and international business expands their entrepreneurial mindset, preparing them to start a business or think more creatively and competitively as a global manager.
  • Narrative is organized around answers to key questions—what, where, why and how of international management.
  • Strong focus on presenting key finance concepts to be readily understood by non-financial managers.
  • Cases and learning lessons place students in the roles of the decision-makers. They become engaged in solving the myriad of transactions, business opportunities, relationships, and practical problems resulting from a globalized and highly interconnected business environment.
  • Blended academic and practitioner perspectives integrate recognized research with real-world, practical examples and discussions.
  • Supportive learning structure:
  • High-Interest features:
  • "Did You Know?" Facts about international business and management.
  • "Amusing Anecdote" High-interest examples of global management situations, marketing snafus, and other mistakes coupled with related key international business facts.
  • "Ethics in Action" Examples of the typical ethical issues that arise in international business management.
  • "Tips in Your Managerial ToolKit" Specific and practical tools related to international business management.
  • Opening Cases and Callouts. Scenarios are drawn from an international business management perspective but are still current and topical. Examples include: global women and minority managers; how to navigate cultural nuances and competitive environments; understanding evolving technologies and cybersecurity; understanding blockchain technology and its growing impact on global business.
  • Learning Objectives and interim summaries called Key Takeaways.
  • End-of-chapter questions and exercises based on AACSB learning standards—these exercises include review questions, experiential exercises, ethical dilemmas, and exercises related to the opening chapter case.

Global Business Management, version 1.0 is suitable for courses on international or global business management that cover the fundamentals of multinational firm management and the role of the global manager at the two- and four-year undergraduate and MBA levels.

Global Business Management, version 1.0 covers all aspects of building, leading, and managing a thriving global organization in an increasingly complex environment. Its fresh approach directly addresses the seismic changes taking place on global, national, and local levels that challenge long-held and fundamental assumptions about global trade, globalization, economics, and management.

Not only does this book encompass all of the core fundamentals of business, international trade, and management, but is unique in its exploration of more than just the essentials. The author’s orientation is both strategic and entrepreneurial, and it speaks with authenticity to technologically savvy students who see national borders as bridges and not barriers. Moreover, the book develops students’ knowledge of international contexts preparing them to launch, run, and work in any organization that is global in scope (or wrestling with global competition or other global threats).

The idea that management itself remains an evolving field underpins the book, reflecting the continuous disruptions of new ideas and technologies, as well as global political, economic, and social developments. To understand the new disruptions, the author strives to help students master the fundamentals and modern history of international management and global business.

  • About the Author
  • Acknowledgments
  • Dedication
  • Preface
  • Chapter 1: Introduction to Global Business Management

  • 1.1 What Is International Business And Global Management?
  • 1.2 Who Is Interested In International Business?
  • 1.3 Debate On Globalization
  • 1.4 Navigating Ethics And International Business
  • 1.5 Understanding The Roles And Function Of A Global Manager
  • 1.6 Tips In Your Managerial Toolkit: Developing A Career In International Management
  • 1.7 End Of Chapter Questions And Exercises
  • Chapter 2: Globalization, International Trade and Foreign Direct Investment—Understanding the Debate

  • 2.1 What Do Managers Need To Understand About International Trade Theory?
  • 2.2 Political And Legal Factors That Impact International Trade
  • 2.3 Foreign Direct Investment
  • 2.4 Tips In Your Managerial Toolkit: Managing Assessments Of How Governments Attract Trade And Investment 
  • 2.5 End Of Chapter Questions And Exercises
  • Chapter 3: Global Manager’s Perspective on World Economies

  • 3.1 Classifying World Economies
  • 3.2 Understanding The Developed World
  • 3.3 Developing World
  • 3.4 Emerging Economies
  • 3.5 Tips In Your Managerial Toolkit: Researching The Local Market
  • 3.6 End Of Chapter Questions And Exercises
  • Chapter 4: Managing Global and Regional Economic Cooperation and Integration

  • 4.1 International Economic Cooperation Among Nations
  • 4.2 Regional Economic Integration
  • 4.3 The United Nations And The Impact On Trade
  • 4.4 End Of Chapter Questions And Exercises
  • Chapter 5: Impact of Culture on Global Business Management

  • 5.1 What Is Culture And Why Does It Matter?
  • 5.2 What Are The Key Methods Used To Describe Cultures?
  • 5.3 Understanding How Culture Impacts Local Business Practices
  • 5.4 Impact Of Culture On Global Business Ethics
  • 5.5 Tips In Your Managerial Toolkit: Negotiating For Success Across Cultures
  • 5.6 End Of Chapter Questions And Exercises
  • Chapter 6: Managing Global Talent, Leadership, and Diversity

  • 6.1 The Changing Role Of Strategic Human Resources Management In International Business
  • 6.2 Managing And Leading: The Global War For Talent
  • 6.3 Effective Selection And Expatriate Placement Strategies
  • 6.4 Understanding The Roles Of Pay Structure And Pay For Performance In Global Management
  • 6.5 Managing Globally Using The Hrm Balanced Scorecard To Gauge And Manage Human Capital
  • 6.6 Tips In Your Managerial Toolkit: Your Balanced Scorecard Of Human Capital
  • 6.7 End Of Chapter Questions And Exercises
  • Chapter 7: International Finance for Global Managers

  • 7.1 What Is The International Monetary System?
  • 7.2 Role Of The Imf And The World Bank
  • 7.3 Understanding How International Monetary Policy, The Imf, And The World Bank Impact Business Management Practices
  • 7.4 Tips In Your Managerial Toolkit: Global Management Jobs In The Development Arena
  • 7.5 End Of Chapter Questions And Exercises
  • Chapter 8: Foreign Exchange and the Global Capital Markets for Global Managers

  • 8.1 What Do Managers Need To Know About Currency And Foreign Exchange?
  • 8.2 Understanding International Capital Markets Fundamentals
  • 8.3 Venture Capital For Entrepreneurs And Global Managers
  • 8.4 Tips In Your Managerial Toolkit: Managing Venture Capitalists
  • 8.5 End Of Chapter Questions And Exercises
  • Chapter 9: Manager’s Perspective on Understanding the Roles of Finance and Accounting in Global Competitive Advantage

  • 9.1 What Do Global Managers Need To Know About International Accounting Standards
  • 9.2 Manager’s Perspective On Accounting In International Business
  • 9.3 Fundamentals Of Finance For Global Managers
  • 9.4 Financial Management In International Business
  • 9.5 Tips In Your Managerial Toolkit: Sending And Receiving Payments Across Borders
  • 9.6 End Of Chapter Questions And Exercises
  • Chapter 10: Managing International Expansion and Global Market Opportunity Assessment

  • 10.1 Managing International Expansion
  • 10.2 Managing Opportunity Assessment: Pestel Analysis
  • 10.3 Managing Cage Analysis
  • 10.4 Managing Scenario Planning And Analysis
  • 10.5 Managing Cyber Security And Cyber Terrorism
  • 10.6 End Of Chapter Questions And Exercises
  • Chapter 11: Managing Entry Modes: Exporting, Importing, and Global Sourcing

  • 11.1 Main Entry Modes For International Expansion
  • 11.2 Managing Importing And Exporting?
  • 11.3 Managing Countertrade
  • 11.4 Managing Global Sourcing And Its Role In Business
  • 11.5 Managing The Legal And Operations Of Export And Import
  • 11.6 What Options Do Companies Have For Export And Import Financing?
  • 11.7 Tips In Your Managerial Toolkit:  Conducting Business And Negotiating
  • 11.8 End Of Chapter Questions And Exercises
  • Chapter 12: Managing Global Strategy, Formulation & Implementation 

  • 12.1 Managing Business And Corporate Strategy
  • 12.2 Manager’s Understanding Of The Key Strategies
  • 12.3 Managing International Strategy
  • 12.4 Leading The Development Of Strategy
  • 12.5 End Of Chapter Questions And Exercises
  • Chapter 13: Managing Global Entrepreneurship and Intrapreneurship

  • 13.1 Global Entrepreneurship And Management
  • 13.2 What Do Entrepreneurs Do?
  • 13.3 Business Entrepreneurship Across Borders
  • 13.4 Managing Born Global Firms
  • 13.5 Managing Global Intrapreneurship
  • 13.6 End Of Chapter Questions And Exercises
  • Chapter 14: Managing Global Operations

  • 14.1 Managing The International Business With The P O L C Framework
  • 14.2 Managing Research And Development (R&D)
  • 14.3 Manager’s Perspective On Intellectual Property Rights Around The Globe
  • 14.4 How To Organize And Where To Locate Research And Development Activities
  • 14.5 Managing International Innovation
  • 14.6 Tips In Your Managerial Toolkit: Leading With Innovation For The Bottom Of The Pyramid (Bop)
  • 14.7 End Of Chapter Questions And Exercises
  • Chapter 15: Managing Global Marketing, Distribution, and Supply-Chain Management

  • 15.1 Manager’s Overview Of Global Marketing
  • 15.2 Critical Decision Points In Global Marketing Management
  • 15.3 Standardized Or Customized Products
  • 15.4 Managing Global Sourcing And Distribution
  • 15.5 Managing Global Production And Supply Chain Management
  • 15.6 Managing Corporate Social Responsibility And Sustainability 
  • 15.7 End Of Chapter Questions And Exercises
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    Sanjyot p dunung

    Sanjyot P. Dunung Atma Global

    Sanjyot is president of Atma Global (, a publisher of innovative, multimedia learning content, products, and solutions for the corporate, higher education, and K-12 markets, focusing on countries, cultures, and global business issues. The firm’s mission is to develop best-of-class, engaging learning solutions and products to enable people of all ages understand and successfully interact with people from other cultures. Additionally, the firm's Cultural Advisory Services provides thought leadership and assists global institutions in understanding the impact of culture on their global operations and objectives. Sanjyot is a recognized leader in the field of cross-cultural learning and has more than fifteen years of extensive experience in developing leading-edge, multimedia content learning solutions. Sanjyot also periodically authors articles on doing business internationally and entrepreneurship. Further, she has appeared on CNBC-TV, CNN International, Bloomberg TV, and various radio programs and is often a guest speaker at conferences and seminars addressing international business, global cultures, and entrepreneurship. Notably, she is the author of more than fifteen books, including: Doing Business in Asia: The Complete Guide, focusing on the cultural issues of conducting business in twenty Asian countries (1995 and 1998 by Simon & Schuster); Straight Talk About Starting and Growing Your Own Business (McGraw Hill, 2005); Starting Your Business and Growing Your Business (Business Expert Press, 2010); International Business (Flat World, 2011); and, bWise: Business Wisdom Worldwide Series (select titles Atma Global, 2015). Sanjyot began her career as a banker in with American and Japanese banks. Sanjyot was selected as a protégé member of the Committee of 200. She’s cofounder and president of the Dunung-Singh Foundation, committed to providing educational opportunities and hope to underprivileged children. She also served as a member of the board of directors of the US Committee for UNICEF (United Nations Children’s Fund). Sanjyot mentors Afghan women entrepreneurs through Project Artemis. Sanjyot’s academic history includes a BA from Northwestern University and an MBA, with an emphasis in international finance, from Thunderbird, School of Global Management. She is the school’s 1997 recipient of the Distinguished Alumni award. Sanjyot was born in India; was raised in Liverpool, England, and Chicago; and now lives in New York with her three sons.
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