Jonathan Doh, PhD

International Management: Culture, Strategy, and Behavior

International Management: Culture, Strategy, and Behavior reflects new and emerging developments influencing international managers. With integrated real-world examples, research, and practical applications, students understand how to adjust, adapt, and navigate the changing global business landscape and respond to global challenges - making it a market - leader. The authors retain research and practices over the past decades, and incorporate new and emerging developments affecting international managers to increase students' effectiveness in managing across cultures.

Aligning for Advantage: Competitive Strategies for the Political and Social Arenas

Aligning for Advantage argues that to build and sustain business success, companies must synchronize competitive strategies with extant strategies for social engagement and political and regulatory activism. Moreover, to be credible and realizable, these external market and nonmarket strategies need to be equally attuned with, and informed by, the internal corporate vision, values, and culture. The ability to align with and across both the market and the nonmarket is a key determinant of competitive advantage in a multipolar world economy. The book advances a managerial process and conceptual framework for aligning a company's business objectives and market positions with its political requirements and social obligations. Strategic alignment is a pragmatic and proactive approach for modern enterprises to engage with the forces and events that impact on their business choices and actions, both at home and abroad. Companies must strive for a balanced and mutually reinforcing approach to corporate strategy, political activity, and social responsibility. In some cases alignment may mean deep, strategically embedded partnerships with governments, NGOs, or other stakeholders. In others, alignment may take the form of looser, more ad hoc collaborations with outside organizations and institutions. No matter what the approach, however, the relationship between nonmarket and market strategies should be conscious and deliberate, not accidental nor artificially constructed. Truly aligned strategies seek to reconcile and modulate the sometimes conflicting external demands that a company encounters. This is done in a way that is appropriate for the firm's geographic and market positions while at the same time leveraging the overall nonmarket strategy as a source of competitive advantage.

International Management: Culture, Strategy, and Behavior, 8th Edition

The eighth edition of International Management: Culture, Strategy, and Behavior incorporates important new and emerging developments affecting international managers. The text is designed to help students understand how to effectively adjust, adapt, and navigate the changing business landscape they will face on a day-to-day basic. Luthans and Doh continue to take a balanced approach to the theory of international management while also making the book even more user-friendly and practical.

Multinationals and Development

This book offers a fresh perspective on the role of multinational enterprises (MNEs) in development. Alan M. Rugman and Jonathan P. Doh challenge traditional assumptions about economic development and address the controversies that surround MNEs. For example, how do foreign multinationals affect overall economic growth in emerging economies, and how does this process lead to the subsequent rise of new emerging-economy MNEs?   The authors focus on the mechanisms by which MNEs influence economic development. They evaluate the impact of MNEs on the processes and outcomes of development, as well as the influence of civil society, NGOs, and government policies on multinationals, especially in Asia. And they discuss the rise of emerging-economy MNEs from Asian economies, especially “yang” MNEs from China and Korea. Arriving at a far more nuanced understanding of MNEs today, the authors also offer observations about the role of multinationals in the future.

NGOs and Corporations: Conflict and Collaboration (Business, Value Creation, and Society)

We live in a period marked by the ascendency of corporations. At the same time, the number of non-governmental organizations (NGOs) – such as Amnesty International, CARE, Greenpeace, Oxfam, Save the Children, and the WWF – has rapidly increased in the last twenty years. As a result, these two very different types of organization are playing an increasingly important role in shaping our society, yet they often have very different agendas. This book focuses on the dynamic interactions, both conflictual and collaborative, that exist between corporations and NGOs. It includes rigorous models, frameworks, and case studies to document the various ways that NGOs target corporations through boycotts, proxy campaigns, and other advocacy initiatives. It also explains the emerging pattern of cross-sectoral alliances and partnerships between corporations and NGOs. This book can help managers, activists, scholars, and students to better understand the nature, scope, and evolution of these complex interactions.