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Preface
The global business environment has recently been characterized by instability and rapid change. The COVID-19 pandemic and the geo-political events of the past few years have created a very high level of uncertainty and volatility in global, political, and economic affairs. Several longer-term trends, such as an increasing level of integration across nations and people, seem to have come to a halt or, in some cases, reversed. Political conflicts, economic disruptions, and realignment of security arrangements have all created challenges for global business. Around the world, support for global economic integration and engagement appears to be on the decline. The United Kingdom’s withdrawal from the European Union (EU), and extensive economic sanctions imposed on Russia by the U.S. and it’s allies, along with the COVID-19 pandemic-driven disruptions of global value chains and are examples of this broad trend. Some see the U.S. as retreating from its long-held position as the leading advocate of trade and economic interdependence. Further, trade tensions have risen not just between the U.S. and China, two world powers jockeying for global leadership, but also between the U.S. and its key allies, such as the European Union and Canada. Concurrently, nationalist sentiments in the U. S., Europe, Asia, and elsewhere have resulted in raised barriers to both legal and illegal immigration. Exacerbating these pressures, longstanding concerns about the uneven impacts of globalization on jobs, wages, and incomes have resurfaced, as have broader questions about the costs of economic globalization to both developed and developing countries and their citizens. Recent spikes in inflation and dramatic weather events add to this uncertainty. At the same time, however, trade and investment agreements continue to operate, and new economic arrangements are implemented. Businesses, professionals, and citizens continue to engage in global commerce, investment, and people-to-people exchanges. Rapid advances in social media have not only accelerated globalization but also called into question issues of privacy, security, and access to private information (see opening articles in Chapters 1 and 2). In addition, concerns about climate change and other environmental issues have prompted companies, in conjunction with governments and nongovernmental organizations, to consider alternate approaches to business and governance (see Chapter 3 opening article).
Some of these developments have challenged longstanding beliefs about the power and benefits of globalization and economic integration, but they also underscore the interconnected nature of global economies. Although many countries and regions around the world are closely linked, important differences in institutional and cultural environments persist. Many of these differences have become even more pronounced in recent years, as seen in variations in how citizens, companies and governments around the world responded to the COVID-19 pandemic. The challenges for international management reflect this dynamism and the increasing unpredictability of global economic and political events. Continued growth of emerging markets is reshaping the global balance of economic power, even though differences exist between and among regions and countries. Although some emerging markets continued to experience growth during a period when developed countries’ economies stagnated or declined, many others, such as Russia, Sri Lanka, Ghana, Egypt and Pakistan, have faced major setbacks. Further, some developed economies, such as Greece, Italy, Spain, and Portugal, continue to face formidable challenges in recovering from the European debt crisis that began over a decade ago.
The global political and security environment remains unpredictable and volatile, with ongoing conflicts in the Middle East, Africa, and Eastern Europe. The rising energy prices because of the Russia–Ukraine conflict have threatened the unity of the European Union and put the global economy at the risk of another major recession. The Syrian civil war has resulted in mass migration—and broad dislocations—across North Africa and
Europe (see Chapters 1 and 2 for further discussion). On the economic front, the global trade and integration agenda seems stalled, largely due to domestic political pressures and increased protectionism in Europe and North America. Examples include the U.S.’ threat to withdraw from—and subsequent renegotiation—of the NAFTA (now called the United States–Mexico–Canada Agreement), the rising tensions between the U.S. and China because of China’s aggressive stance towards Hong Kong and Taiwan, and the inability of the U.S. to forge new trade partnerships.
As mentioned, the advent of social networking has transformed the way citizens interact; how businesses market, promote, and distribute their products globally; and how civil society expresses its concerns that governments provide greater freedoms and accountability. Concurrently, companies, individuals, and even students can now engage in broad “mass” collaboration through digital, online technology for the development of new and innovative systems, products, and ideas. Both social networking and mass collaboration bring new power and influence to individuals across borders and transform the nature of their relationships with global organizations. Although globalization and technology continue to link nations, businesses, and individuals, these linkages also highlight the importance of understanding different cultures, national systems, and corporate management practices around the world. The world is now interconnected geographically, but also electronically and psychologically; as such, nearly all businesses have been touched in some way by globalization. Yet, as cultural, political, and economic differences persist, astute international managers must be in a position to adapt and adjust to the vagaries of different contexts and environments.
In this new, twelfth edition of International Management, we have retained the strong and effective foundations gained from research and practice over the past decades while incorporating the important latest research and contemporary insights that have changed the context and environment for international management. Several trends have emerged that pose both challenges and opportunities for international managers.
First, the COVID-19 pandemic has challenged the fundamental assumptions about how international business is conducted. As nations closed borders and controlled the movement of goods as simple as masks and fever-reducing medicines, there has been a shift in the thinking of citizens, business leaders, and policy-makers on the benefits and risks of a more integrated global economy. Nationalistic governments in many countries around the world are challenging previous assumptions about the benefits and inevitability of globalization and integration. Second, while emerging markets remain vitally important to global growth, many of these economies are facing a high level of stress and run the risk of default on their sovereign debt. China’s economic growth has significantly decelerated as it has matured. The Russian economy has come to a grinding halt due to it’s aggressive stance on Ukraine and the economic sanctions that followed. In Asia, Sri Lanka has defaulted and Pakistan and Bangladesh have sought bailouts from the IMF. In South America, Brazil continues to recover from a deep recession, and Argentina has battled accelerating inflation. Third, the development of new technology, such as artificial intelligence and robotics, will result in fundamental changes to the global job market. Fourth, increasing electronic connectivity in developing countries will continue to help accelerate those economies and facilitate international business of all sorts. However, barriers and limitations imposed by governments could threaten this progress.
Although we have extensive new, evidence-based material in this edition, we continue to strive to make the book even more user-friendly and applicable to practice. We continue to take a balanced approach in the twelfth edition of International Management: Culture, Strategy, and Behavior. While other texts stress culture, strategy, or behavior, our emphasis on all three critical dimensions—and the interactions among them—has been a primary reason the previous editions have been the market-leading international management text. Specifically, this edition has the following chapter distribution: environment (three chapters), culture (four chapters), strategy (four chapters), and organizational behavior/human resource management (three chapters). Because the context of international management changes rapidly, all the chapters have been updated and improved. New real-world examples and research results are integrated throughout the book, accentuating the experiential relevance of the straightforward content. As always, we emphasize a balance of research and application.
For the new, twelfth edition, we have incorporated important new content in the areas of the impact of COVID-19 on the global workforce and multinational companies, emergence of protectionism and its impact on international trade, the use of social media and other communication connectivity in global affairs, the role that advanced technologies are beginning to fill in international business, and other important global themes. We have incorporated the latest research and practical insights on pressure for both MNCs and governments to adopt more sustainable practices, and the strategies many companies are using to differentiate their products through such “green” management practices. We have updated the discussion of a range of contemporary topics, including ongoing global conflicts.
A continuing and relevant end-of-chapter feature in this edition is the “Internet Exercise.” The purpose of each exercise is to encourage students to use the Internet to find information from the websites of prominent MNCs to answer relevant questions about the chapter topic. An end-of-book feature is a series of Skill-Building and Experiential Exercises for aspiring international managers. These in-class exercises represent the various parts of the text (culture, strategy, and behavior) and provide hands-on experience.
We have incorporated new content and thoroughly revised the chapter opening discussions called “The World of International Management” (WIM), based on very recent, relevant news stories to grab readers’ interest and attention. These timely opening discussions transition the reader into the chapter topic. At the end of each chapter, there is a pedagogical feature that revisits the chapter’s subject matter: “The World of International Management—Revisited.” Here we pose several discussion questions based on the topic of the opening feature in light of the student’s entire reading of the chapter. Answering these questions requires readers to reconsider and to draw from the chapter material. Suggested answers to these “WIM—Revisited” discussion questions appear in the completely updated Instructor’s Manual, where we also provide some multiple-choice and true-false questions that draw directly from the chapters’ World of International Management topic matter for instructors who want to include this material in their tests.
The use and application of cases are further enhanced in this edition. All cases have been updated, and several new ones have been added. The short, within-chapter country case illustrations—“In the International Spotlight”—can be read and discussed in class. These have all been revised, and five have been added—Australia, Malaysia, Qatar, Saudi Arabia, and Singapore. In addition, we have updated or replaced all of the additional “You Be the International Management Consultant” exercises, which present a current challenge or dilemma facing a company in the subject country of the “International Spotlight.” Students are invited to respond to a question related to this challenge. The revised or newly added “Integrative Cases” positioned at the end of each main part of the text were created exclusively for this edition and provide opportunities for reading and analysis outside class. Review questions provided for each case are intended to facilitate lively and productive written analysis or in-class discussion. Our “Brief Integrative Cases” typically explore a specific situation or challenge facing an individual or team. Our longer and more detailed “In-Depth Integrative Cases” provide a broader discussion of the challenges facing a company. These two formats allow maximum flexibility, so that instructors can use the cases in a tailored and customized fashion. Accompanying many of the in-depth cases are short exercises that can be used in class to reinforce both the substantive topic and students’ skills in negotiation, presentation, and analysis. The cases have been extensively updated, and several are new to this edition. Cases concerning the controversies over drug pricing, TOMS shoes, Russell Athletics/Fruit of the Loom, Euro Disneyland and Disney Asia, Google in China, IKEA, Starbucks, Walmart, Danone, Chiquita, Coca-Cola, and others are unique to this book and thoroughly revised in this edition. In addition, two brand-new cases written specifically for this edition explore Tesla’s open innovation model in emerging economies and the challenges in managing global virtual teams in the X-Culture Project. Of course, instructors also have access to Create (http://create.mheducation.com), McGraw Hill’s extensive content database, which includes thousands of cases from major sources such as Harvard Business School, Ivey, Darden, and NACRA case databases.
Along with the new or updated “International Management in Action” boxed application examples within each chapter and other pedagogical features at the end of each
chapter (i.e., “Key Terms,” “Review and Discussion Questions,” “The World of International Management—Revisited,” and “Internet Exercise”), the end-of-part brief and indepth cases and the end-of-book skill-building exercises and simulations in the Connect resources complete the package.
Finally, this edition marks the addition of a new author, Ajai Gaur, a Professor of Strategy and International Business at Rutgers University. Ajai brings subject expertise in global business strategy, emerging markets, institutions, and a range of other topics. He also has deep ties and links to East and South Asia, and helps to further “globalize” the book. International Management is generally recognized to be the first “mainstream” text of its kind. Strategy casebooks and specialized books in organizational behavior, human resources, and, of course, international business, finance, marketing, and economics preceded it, but there were no international management texts before this one, and it remains the market leader. We have had sustainability because of the effort and care put into the revisions. We hope you agree that this twelfth edition continues the tradition and remains the “world-class” text for the study of international management.
Instructor Library
The Connect Instructor Library is your repository for additional resources to improve student engagement in and out of class. You can select and use any asset that enhances your lecture.
To help instructors teach international management, this text is accompanied by a revised and expanded Instructor’s Resource Manual, Test Bank, and PowerPoint slides, all of which are in the Connect Library.
Acknowledgments
We would like to acknowledge those who have helped to make this book a reality. We will never forget the legacy of international management education in general and for this text in particular provided by our departed colleague Richard M. Hodgetts. Special thanks also go to our growing number of colleagues throughout the world who have given us many ideas and inspired us to think internationally. Closer to home, Jonathan Doh would like to thank Villanova University and its leadership, especially Provost Pat Maggitti, Villanova School of Business Dean Joyce Russell, Associate Dean Wen Mao, and Herb Rammrath, who generously endowed the Chair in International Business Jonathan now holds, and Bob Moran, who endowed Villanova’s Moran Center for Global Leadership. Ajai Gaur would like to thank Rutgers Business School Dean Lei Lei and Vice Dean Petra Christmann for generous research support. Additionally, for this new, twelfth edition, we would like to thank Aishwarya Vashishtha, Niharika Pandey, Raj Dhamal, Sannah Asif, Shubham Singh, Shyamala Sethuram, and Tianhao Liu, who provided assistance in preparing new figures and tables, and other background work for the revisions. Fred Luthans would like to give special recognition to two international management scholars: Henry H. Albers, former Chair of the Management Department at the University of Nebraska and former Dean at the University of Petroleum and Minerals, Saudi Arabia, to whom previous editions of this book were dedicated; and Sang M. Lee, former Chair of the Management Department at Nebraska, founding and current President of the Pan Pacific Business Association, and close colleague on many ventures around the world over the past 30 years. In addition, we would like to acknowledge the help that we received from the many reviewers from around the globe, whose feedback guided us in preparing the eleventh edition of the text. These include
Douglas H. Carter, Texas A&M UniversitySan Antonio
Lauryn A. De George, University of Central Florida
Tracy K. Miller, University of Dayton
Kelly Mollica, University of Memphis
Daria Panina, Texas A&M University
Marjolijn van der Velde, Davenport University
Christina Wassenaar, University of Alabama
Sharon Segrest, University of South Florida
St. Petersburg
Our thanks, too, to the reviewers of previous editions of the text:
Thomas M. Abbott, Post University
Yohannan T. Abraham, Southwest Missouri State University
Janet S. Adams, Kennesaw State University
Irfan Ahmed, Sam Houston State University
Joseph S. Anderson, Northern Arizona University
Chi Anyansi-Archibong, North Carolina A&T State University
Kibok Baik, James Madison University
R. B. Barton, Murray State University
Lawrence A. Beer, Arizona State University
Koren Borges, University of North Florida
Tope A. Bello, East Carolina University
Mauritz Blonder, Hofstra University
Gunther S. Boroschek, University of Massachusetts–Boston
Charles M. Byles, Virginia Commonwealth University
Constance Campbell, Georgia Southern University
Scott Kenneth Campbell, Georgia College & State University
Luke H. Cashen, Nicholls State University
Imran Chowdhury, Pace University
M. Suzanne Clinton, University of Central Oklahoma
Lauryn De George, University of Central Florida
Helen Deresky, SUNY Plattsburgh
Dr. Dharma deSilva, Center for International Business Advancement (CIBA)
John Donnellan, New Jersey City University
David Elloy, Gonzaga University
Val Finnigan, Leeds Metropolitan University
David M. Flynn, Hofstra University
Jan Flynn, Georgia College and State University
Joseph Richard Goldman, University of Minnesota
James Gran, Buena Vista University
Robert T. Green, University of Texas at Austin
Annette Gunter, University of Central Oklahoma
Jerry Haar, Florida International University–Miami
Jean M. Hanebury, Salisbury State University
Richard C. Hoffman, Salisbury State University
Johan Hough, University of South Africa
Julie Huang, Rio Hondo College
Mohd Nazari Ismail, University of Malaya
Steve Jenner, California State University–Dominguez Hills
James P. Johnson, Rollins College
Marjorie Jones, Nova Southeastern University
Jae C. Jung, University of Missouri–Kansas City
Ann Langlois, Palm Beach Atlantic University
Robert Kuhne, Hofstra University
Christine Lentz, Rider University
Ben Lever III, College of Charleston
Robert C. Maddox, University of Tennessee
Curtis Matherne III, East Tennessee State University
Douglas M. McCabe, Georgetown University
Jeanne M. McNett, Assumption College
Lauryn Migenes, University of Central Florida
Alan N. Miller, University of Nevada, Las Vegas
Ray Montagno, Ball State University
Rebecca J. Morris, University of Nebraska–Omaha
Ernst W. Neuland, University of Pretoria
William Newburry, Florida International University
Yongsun Paik, Loyola Marymount University
Valerie S. Perotti, Rochester Institute of Technology
Richard B. Peterson, University of Washington
Suzanne J. Peterson, University of Nebraska–Lincoln
Joseph A. Petrick, Wright State University
Juan F. Ramirez, Nova Southeastern University
Richard David Ramsey, Southeastern Louisiana University
Manjula S. Salimath, University of North Texas
Owen Sevier, University of Central Oklahoma
Mansour Sharif-Zadeh, California State Polytechnic
University–Pomona
Emeric Solymossy, Western Illinois University.
Jane H. Standford, Texas A&M University–Kingsville
Dale V. Steinmann, San Francisco State University
Randall Stross, San Jose State University
George Sutija, Florida International University
Deanna Teel, Houston Community College
David Turnipseed, University of South Alabama–Mobile
Katheryn H. Ward, Chicago State University
Li Weixing, University of Nebraska–Lincoln
Aimee Wheaton, Regis College
Marion M. White, James Madison University
Timothy Wilkinson, University of Akron
George Yacus, Old Dominion University
Corinne Young, University of Tampa
Zhe Zhang, University of Central Florida–Orlando
Anatoly Zhuplev, Loyola Marymount University
Finally, thanks to the team at McGraw Hill who worked on this book: Terri Schiesl, Managing Director; Michael Ablassmeir, Director; Laura Hurst Spell, Associate Portfolio Manager; Jean Findley, Development Editor; Karryn Vogt, Marketing Manager; and Melissa M. Leick, Senior Content Project Manager. Last but by no means least, we greatly appreciate the love and support provided by our families.
Jonathan P. Doh, Fred Luthans, and Ajai S. Gaur
Instructors
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New and Enhanced Themes
The twelfth edition of International Management: Culture, Strategy, and Behavior is still setting the standard. Authors Jonathan Doh, Fred Luthans, and Ajai Gaur have taken care to retain the effective foundation gained from research and practice over the past decades. At the same time, they have fully incorporated important new and emerging developments that have changed what international managers are currently facing and likely to face in the coming years.
• Thoroughly revised and updated chapters to reflect the most critical issues for international managers.
• New or revised opening World of International Management (WIM) features written by the authors on current international management challenges; mini-cases were prepared expressly for this edition and are not available elsewhere.
• Discussions of international conflicts and the rise of protectionism, and their impact on international business.
• New focus on the COVID-19 pandemic as a “black swan” event with important implications for MNCs and their managers.
• New and updated discussions of major issues in global ethics, technology, sustainability, and other cutting-edge research.
• Greater attention to shifting demographic trends and global talent management, emphasizing the impact new advanced technology will have on the global economy.
• Renewed emphasis on major emerging regions, economic challenges in major countries such as Brazil and Argentina, and specific case illustrations on how companies are managing these challenges.
Thoroughly Revised and Updated Chapter Content
• New or revised opening WIM discussions on topics including the global influences of social media using the case of Facebook; the impact of internal and external risks when doing business in Turkey; the role of social networking in international conflicts; sustainability as a global competitive advantage using examples of Patagonia, L’Oreal, and AB InBev; cultural challenges in global mergers and acquisitions; the competitive dynamics between Apple and Xiaomi, and Amazon and Alibaba; Airbnb’s entry into China, Cuba, India and Thailand; Netflix’s and Starbucks’ strategies for global expansion; and many others. These features were written expressly for this edition and are not available elsewhere.
• Updated and strengthened emphasis on ethics, technology, and sustainability.
• Extensive coverage of current geopolitical issues impacting international business, including including the COVID-19 pandemic, the Russia–Ukraine conflict, Brexit, increased nationalism and protectionism across Europe and the U.S., trade disputes between China and the United States, and the economic slowdown in China, to name a few.
• Revised or new “In the International Spotlight” inserts that profile the key economic and political issues relevant to managers in specific countries.
Continues to set the standard. . .
Thoroughly Updated and/or New Cases, Inserts, and Exercises
• Completely new and revised “In the International Spotlight” country profiles at the end of every chapter, including the addition of profiles on Australia, Malaysia, Qatar, Saudi Arabia, and Singapore.
• “You Be the International Management Consultant” exercises, many new to this edition, present an actual company’s challenge in that country and invite students to recommend a course of action.
• Thoroughly updated “International Management in Action” features, including discussions on timely topics such as trade disputes, base of the pyramid markets, the growing influence and importance of emerging economies, Uber’s global expansion, Huawei’s strategies for managing political risk, and the shifting cultural dynamics associated with increasing percentages of Millennials and Gen Z in the workforce, to name a few.
• Thoroughly updated cases (not available elsewhere): TOMS shoes, Russell Athletics, Disney Asia, Google in China, IKEA, Starbucks, Walmart, Danone, Chiquita, Coca-Cola, and others are unique to this book and specific to this edition.
• Brand new end-of-part cases developed exclusively for this edition (not available elsewhere): Tesla’s Open Innovation Strategy in Emerging Markets and The X-Culture Project: Challenges of Managing GlobalVirtual Teams
• Thoroughly revised “World of International Management” chapter opening discussions, including topics such as Netflix’s international expansion, the impact of Syria war and Russia–Ukraine conflict on doing business in Turkey, and the expansion challenges for Airbnb in emerging markets, to name a few.
• New and revised graphics throughout.
• Timely updates throughout, based on the latest research, including a discussion of the influence of the COVID-19 pandemic, the future of work in MNCs, the role of technology such as bitcoins and blockchain for international business, the impact of protectionism on the international business community, and the continued push toward a sustainable future, to name a few.
Totally Revised Instructor and Student Support
The following instructor and student support materials can be found in Connect® at connect.mheducation.com for the twelfth edition.
• The Instructor’s Manual offers a summary of Learning Objectives and a teaching outline with lecture notes and teaching tips, as well as suggested answers to questions found throughout and at the
conclusion of each chapter. Suggested answers are also provided for all the cases found in the book.
• The test bank offers over 1,000 test items consisting of true/false, multiple choice, and essay. Answers are provided for all test bank questions.
• PowerPoint Presentations consisting of approximately 30 slides per chapter give instructors talking points, feature exhibits from the text, and are summarized with a review and discussion slide.
• Create: Instructors can now tailor their teaching resources to match the way they teach! With McGraw Hill Create, create.mheducation.com, instructors can easily rearrange chapters, combine material from other content sources, and quickly upload and integrate their own content, like course syllabi or teaching notes. Find the right content in Create by searching through thousands of leading McGraw Hill textbooks. Arrange the material to fit your teaching style. Order a Create book and receive a complimentary print review copy in 3–5 business days or a complimentary electronic review copy (echo) via e-mail within one hour. Go to create.mheducation.com today and register.
AACSB Tagging
McGraw Hill Education is a proud corporate member of AACSB International. Understanding the importance and value of AACSB accreditation, International Management recognizes the curriculum guidelines detailed in the AACSB standards for business accreditation by connecting selected questions in the text and the test bank to the six general knowledge and skill guidelines in the AACSB standards. The statements contained in International Management are provided only as a guide for the users of this textbook. The AACSB leaves content coverage and assessment within the purview of individual schools, the mission of the school, and the faculty. While the International Management teaching package makes no claim of any specific AACSB qualification or evaluation, we have within International Management labeled selected questions according to the six general knowledge and skills areas.
About the Authors
JONATHAN P. DOH is Associate Dean of Research and Global Engagement, the Herbert G. Rammrath Chair in International Business, co-faculty Director of the Moran Center for Global Leadership, and Professor of Management at the Villanova School of Business. Jonathan teaches, does research, and serves as an executive instructor and consultant in the areas of international strategy and corporate responsibility. Previously, he was on the faculty of American and Georgetown Universities and a trade official with the U.S. government. Jonathan is author or co-author of more than 85 refereed articles published in leading international business and management journals, more than 30 chapters in scholarly edited volumes, and more than 100 conference papers. His articles have appeared in journals such as Academy of Management Review, California Management Review, Journal of International Business Studies, Journal of Management, Journal of Management Studies, Journal of World Business, Organization Science, Sloan Management Review, and Strategic Management Journal. He is co-editor and contributing author of Globalization and NGOs (Praeger, 2003) and Handbook on Responsible Leadership and Governance in Global Business (Elgar, 2005) and co-author of the previous edition of International Management: Culture, Strategy, and Behavior (11th ed., McGraw Hill/Irwin, 2021), the best-selling international management text. His current research focus is on strategy for and in emerging markets and global corporate responsibility and sustainability. His scholarly books include Multinationals and Development (with Alan Rugman, Yale University Press, 2008), NGOs and Corporations: Conflict and Collaboration (with Michael Yaziji, Cambridge University Press, 2009), and Aligning for Advantage: Competitive Strategy for the Social and Political Arenas (with Tom Lawton and Tazeeb Rajwani, Oxford University Press, 2014). He has been an associate, consulting, or senior editor for numerous journals and was editor-inchief of Journal of World Business from 2014 to 2018. Jonathan has also developed more than a dozen original cases and simulations published in books, journals, and case databases and used at many leading global universities. He has been a consultant or executive instructor for ABB, Anglo American, Bodycote, Bosch, China Minsheng Bank, Hana Financial, HSBC, Ingersoll Rand, Medtronic, Shanghai Municipal Government, Siam Cement, and the World Economic Forum, among others. Previously, he was an external adviser to the Global Energy Resource Group of Deloitte Touche. Jonathan served for five years as a member of the Executive Committee of the Academy of Management Organizations and Natural Environment Division, a role that culminated in service as chair of the division in 2016. He was ranked among the top 15 most prolific international business scholars in the world for the period 2001–2009 (Lahiri and Kumar, 2012) and in 2015 was elected a fellow of the Academy of International Business and in 2021, a Fellow of the Academy of Management. He has been an associate editor, special issue editor, senior editor, or consulting editor of several academic journals. From 2014 to 2018, he was Editor-in-Chief of Journal of World Business and is currently General Editor of Journal of Management Studies and Area Editor (Sustainability) and member of the Societal Impact Advisory Committee of the Journal of International Business Studies. He is a frequent keynote speaker to academic and professional groups in Europe, Asia, and Latin America. In the most recent global ranking by scholars at Stanford University of scientists and their intellectual contributions, he was ranked 298 out of 44,945 in business management, placing him among the top 0.65%. He holds a Ph.D. in strategic and international management from George Washington University.
Jonathan Doh
FRED LUTHANS is the University and the George Holmes Distinguished Professor of Management, Emeritus at the University of Nebraska–Lincoln. He is also a senior research scientist for HUMANeX Ventures Inc. He received his B.A., M.B.A., and Ph.D. from the University of Iowa, where he received the Distinguished Alumni Award in 2002. While serving as an officer in the U.S. Army from 1965 to 1967, he taught leadership at the U.S. Military Academy at West Point. He has been a visiting scholar at a number of colleges and universities and has lectured in numerous European and Pacific Rim countries. He has taught international management as a visiting faculty member at the universities of Bangkok, Hawaii, Henley in England, Norwegian Management School, Monash in Australia, Macau, Chemnitz in Germany, and Tirana in Albania. A past President of the Academy of Management, in 1997 he received the Academy’s Distinguished Educator Award. In 2000 he became an inaugural member of the Academy’s Hall of Fame for being one of the “Top Five” all-time published authors in the prestigious academy journals. For many years he was co-editor-in-chief of the Journal of World Business and editor of Organizational Dynamics and is currently co-editor of Journal of Leadership and Organizational Studies. The author of numerous books, his seminal Organizational Behavior is now in its thirteenth edition and the 2007 groundbreaking book Psychological Capital (Oxford University Press) with Carolyn Youssef and Bruce Avolio came out in a new version in 2015. He is one of very few management scholars who is a Fellow of the Academy of Management, the Decision Sciences Institute, and the Pan Pacific Business Association. He received the Global Leadership Award from the Pan Pacific Association and has been a member of its Executive Committee since it was founded over 30 years ago. This committee helps organize the annual meeting held in Pacific Rim countries. He has been involved with some of the first empirical studies on motivation and behavioral management techniques and the analysis of managerial activities in Russia; these articles were published in the Academy of Management Journal, Journal of International Business Studies, Journal of World Business, and European Management Journal. Since the very beginning of the transition to market economies after the fall of communism in Eastern Europe, he has been actively involved in management education programs sponsored by the U.S. Agency for International Development in Albania and Macedonia, and in U.S. Information Agency programs involving the Central Asian countries of Kazakhstan, Kyrgyzstan, and Tajikistan. Professor Luthans’s recent international research involves his construct of positive psychological capital (PsyCap). For example, he and colleagues have published their research demonstrating the impact of Chinese workers’ PsyCap on their performance in the International Journal of Human Resource Management and Management and Organization Review. He is applying his positive approach to positive organizational behavior (POB), PsyCap, and authentic leadership to effective global management and has been the keynote at programs in China (numerous times), Malaysia, South Korea, Indonesia, Philippines, Singapore, Taiwan, Japan, Vietnam, Costa Rica, Mexico, Chile, Fiji, Germany, France, England, Spain, Norway, Finland, Denmark, Netherlands, Italy, Russia, Macedonia, Albania, Morocco, South Africa, New Zealand, and Australia.
University of Nebraska–Lincoln
AJAI S. GAUR is Dean’s Eminent Research Professor and Chair of the Department of Management and Global Business at Rutgers Business School – Newark and New Brunswick, Rutgers University. He is also an affiliate faculty member with the Division of Global Affairs at Rutgers University and a Dunning fellow at the University of Reading, UK. Ajai holds a Ph.D. from the National University of Singapore. He teaches and does research in the areas of international strategy, corporate governance and emerging markets. Previously, he was on the faculty of Old Dominion University. Ajai is an author or co-author of more than 70 articles published in leading strategy and international business journals. He has also written several case studies and contributed chapters in scholarly edited volumes. His articles have appeared in journals such as Asia Pacific Journal of Management, Cross-Cultural & Strategic Management, Global Strategy Journal, Human Resource Management, Journal of Business Ethics, Journal of Business Research, Journal of International Business Studies, Journal of International Management, Journal of Management, Journal of Management Studies, Journal of World Business, Long Range Planning, Management International Review, Organization Research Methods, and Strategic Management Journal amongst others. In his research, Ajai studies the distinct institutional influences on firms’ geographic and product growth strategies in diverse institutional contexts. A related focus of his research is to study institutional influences on various firm-level governance mechanisms and their strategic and performance consequences. Empirically, he has examined firms based in Australia, China, Germany, India, Japan, New Zealand, South Korea, the UK, and the USA. Ajai has won multiple awards from professional associations and conferences, including the Best Dissertation Award, the Best Dissertation Proposal Award, and the Best Paper award in different years at the Academy of International Business conferences. He was ranked as the second most prolific and influential author based on research done on Indian firms between 1974 and 2021 (Mukherjee et al., 2022), and amongst the top 25 scholars worldwide for research on emerging market multinationals (Luo and Zhang, 2016). Ajai has been serving as Editor-in-Chief of the Journal of World Business since 2019 and a consulting editor at the Journal of International Business Studies since 2017. Previously, he served as a senior editor of the Asia Pacific Journal of Management (2014–2018) and a senior editor of the Journal of World Business (2014–2018). He also co-guest edited special issues of Global Strategy Journal, International Business Review, Journal of Management Studies, and Journal of World Business. He was elected as the President of the Asia Academy of Management for two terms from 2015 to 2019. In 2021, Ajai was elected as a fellow of the Academy of International Business.
Ajai Gaur
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