target="_blank" rel="nofollow" href="#ulink_caf5d697-9ab6-5868-8ae7-611b1e13fd1e">3.2
Developing the Mission, Vision, Values and Ethics | | 3.2.1 | Defining and Communicating the Core Purpose of an Organisation |
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| 3.2.2 | Acting as Role Models for Ethical Behaviour |
| 3.2.2.1 | Corporate Ethics and Social Responsibility |
| 3.2.2.2 | Ethical Behaviour in International Business |
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| 3.2.3 | Communicating Direction and Uniting the Organisation’s People |
| 3.2.5 | Developing and Reviewing Leadership Culture |
| 3.2.5.1 | Developing and Supporting a Shared Leadership Culture |
| 3.2.5.2 | Reviewing and Improving Leadership Behaviour |
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| 3.3 | Driving Performance and Engaging with External Stakeholders |
| 3.4 | Reinforcing a Culture of Excellence |
| 3.4.1 | Developing an Excellent Organisational Culture |
| 3.4.2 | Promoting and Encouraging Diversity |
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| 3.5 | Managing Change |
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| 3.6 | Citations & Notes |
| 4 | Defining and Delivering an International Strategy |
| 4.1 | Strategy and the Strategy Management Process |
| 4.1.1 | Popular Strategy Definitions |
| 4.1.2 | Comprehensive Strategy Management Processes: EFQM Criterion 2 |
| 4.2 | Scanning the Environment |
| 4.2.1 | Understanding the Needs and Expectations of Stakeholders |
| 4.2.2 | Analysing Industry and Markets |
| 4.2.3 | Identifying and Understanding Environmental Key Trends |
| 4.2.4 | Predicting Future Developments and Changes |
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| 4.3 | Analysing Internal Performance |
| 4.3.1 | Understanding Operational Performance and Capabilities |
| 4.3.2 | Determining Competencies of Partners and Potential Impacts of Changes. |
| 4.3.3 | Bringing It All Together: Portfolios |
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| 4.4 | Developing the Strategy |
| 4.4.1 | Strategy Levels |
| 4.4.2 | Generating a Sustainable Business Model |
| 4.4.3 | Business Model Choices |
| 4.4.4 | Establishing a Strategy Development Process |
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| 4.5 | Communicating and Implementing the Strategy |
| 4.6 | Citations & Notes |
| 5 | Deploying Strategy through People |
| 5.1 | International Human Resource Management |
| 5.1.1 | The International HRM Function |
| 5.1.2 | Managing People: EFQM Criterion 3 |
| 5.2 | Supporting the Strategy through People Plans |
| 5.2.1 | Steering Human Resource Management Strategically |
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| 5.2.2 | Planning Global Mobility |
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| 5.2.3 | Closing the Loop: People Feedback |
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| 5.3 | Developing People and Their Performance |
| 5.3.1 | Developing People’s Skills and Competencies |
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| 5.3.2 | Helping People to Improve Their Performance |
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| 5.3.3 | Appraising Performance Systematically |
| 5.3.4 | Empowering and Involving People |
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| 5.4 | Communicating Effectively |
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| 5.5 | Recognising People |
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| Citations & Notes |
| 6 | Managing International Partners and Resources |
| 6.1 | A Broad View on Resources: EFQM Criterion 4 |
| 6.2 | Establishing International Partnerships for Mutual Benefit |
| 6.2.1 | Selecting an Appropriate Foreign Operation Mode |
| 6.2.1.1 | Cross-Border Strategic Alliances |
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| 6.2.1.2 | Contractual Agreements in International Operations |
| 6.2.1.3 | International Joint Ventures |
| 6.2.1.4 | Mergers & Acquisitions across Borders and Cultures |
| 6.2.2 | Managing International Partners |
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| 6.3 | Managing Finance and Governance Processes |
| 6.3.1 | Optimising Organisational Financial Management |
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| 6.3.2 | Ensuring Compliance |
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| 6.3.3 | Managing Risks |
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| 6.4 | Managing Knowledge
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