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Criterion 1 “Leadership” and Its Criterion Parts
| Figure 3-9 | EFQM Criterion Part 1a and Its Guidance Points |
| Figure 3-10 | Corruption Risks Within Domains of Corporate Activities |
| Figure 3-11 | Percentages Opting for Blaming an Individual |
| Figure 3-12 | GLOBE - Six Global Leader Behaviours |
| Figure 3-13 | JOHARI Window and the Importance of Feedback |
| Figure 3-14 | 360° Feedback |
| Figure 3-15 | Trompenaars and Hampden-Turner’s Four Corporate Cultures |
| Figure 3-16 | Preferences for Corporate Cultures in Different Countries |
| Figure 3-17 | Dimensions of Diversity |
| Figure 3-18 | Lewin’s Three Steps of Change |
| Figure 3-19 | Eight Steps for Leading Change |
| Figure 4-1 | Concept Map “Defining and Delivering an International Strategy” |
| Figure 4-2 | Strategy Development and Implementation – Overview |
| Figure 4-3 | EFQM Criterion 2 “Strategy” and Its Criterion Parts |
| Figure 4-4 | Environmental Scan |
| Figure 4-5 | Generalised Stakeholder Map |
| Figure 4-6 | Industry Analysis Based on Porter’s Five Forces (Expanded Model) |
| Figure 4-7 | Overview Competitor Analysis |
| Figure 4-8 | Selected PESTEL Variables |
| Figure 4-9 | Sources for Analysing Countries and Markets |
| Figure 4-10 | The Global Competitiveness Index Framework |
| Figure 4-11 | Sample Steps of a Scenario Analysis |
| Figure 4-12 | Issues Priority Matrix for Key Driver Selection |
| Figure 4-13 | Levels of Competence Sustainability |
| Figure 4-14 | Organisational Analysis Based on Porter’s Value Chain |
| Figure 4-15 | SWOT Analysis |
| Figure 4-16 | Great Jeans’ SWOT Matrix |
| Figure 4-17 | Choice of Location and Market |
| Figure 4-18 | The Growth-Share Matrix (BCG-Matrix) |
| Figure 4-19 | Different Strategy Levels |
| Figure 4-20 | The Nine Building Blocks of the Business Model Canvas |
| Figure 4-21 | Sketch of Great Jeans Canvas (Basic Model) |
| Figure 4-22 | Epicentres of Business Model Innovation |
| Figure 4-23 | Great Jeans’ Innovative Business Model |
| Figure 4-24 | Porter’s Three Generic Strategies |
| Figure 4-25 | A Selection of Business Models |
| Figure 4-26 | Patterns of Business Models on Business Model Canvas |
| Figure 4-27 | Business Model Development Process |
| Figure 4-28 | From Purpose to Strategy Implementation |
| Figure 5-1 | Concept Map “Deploying Strategy through People” |
| Figure 5-2 | The Human Resource Management Process |
| Figure 5-3 | Labour Regulation Aspects in International HRM |
| Figure 5-4 | EFQM Criterion 3 “People” and Its Criterion Parts |
| Figure 5-5 | Four Generic HRM Strategies |
| Figure 5-6 | Internationalisation Strategies and HRM Policies |
| Figure 5-7 | The Optimal Global Assignment Process |
| Figure 5-8 | Phases in Cultural Adjustment – Customised W-Curve |
| Figure 5-9 | People Portfolios |
| Figure 5-10 | Obtaining Feedback |
| Figure 5-11 | KODE® Enhanced Atlas of Competencies |
| Figure 5-12 | KODE®X Process |
| Figure 5-13 | Levels of Hypercultural Competence |
| Figure 5-14 | Drivers of Motivation Processes |
| Figure 5-15 | Kehr’s 3K-Model of Work Motivation |
| Figure 5-16 | Job Characteristics Model |
| Figure 5-17 | Heckhausen’s Model of Achievement Motivation |
| Figure 5-18 | Attribution Characteristics and Their Influence on Motivation |
| Figure 5-19 | Reconciling the Reward Dilemma through Co-Opetition |
| Figure 5-20 | Team Empowerment Dilemma |
| Figure 5-21 | Control & Autonomy Dilemma |
| Figure 5-22 | Multiple Dimensions of Inter-Organisational Communication |
| Figure 5-23 | The Communication Tool Cube for Internal Communication |
| Figure 5-24 | Characteristics of Low and High Context Communication |
| Figure 5-25 | Work/Life Balance - Causes, Nature and Consequences |
| Figure 6-1 | Concept Map “Managing International Partners and Resources” |
| Figure 6-2 | EFQM Criterion 4 “Partnerships & Resources” and Its Criterion Parts |
| Figure 6-3 | Overview of Foreign Operation Modes |
| Figure 6-4 | Characteristics of Selected Foreign Operation Modes |
| Figure 6-5 | Relevant Fits in Strategic Alliances |
| Figure 6-6 | Pitfalls of Strategic Alliances |
| Figure 6-7 | Typical Forms of Licensing Agreements |
| Figure 6-8 | Approaches to Joint Venture Management |
| Figure 6-9 | Chosen Perspectives on M&A Strategies |
| Figure 6-10 | Synergies and Barriers of M&A Projects |
| Figure 6-11 | Varieties of Acculturation in M&A Processes |
| Figure 6-12 | Guiding Matrix for Make-or-Buy Decisions |
| Figure 6-13 | Organisational Financial Management - Overview |
| Figure 6-14 | The Three-Lines-of-Defence Model |
| Figure 6-15 | ISO High Level Structure for Management Systems |
| Figure 6-16 | Compliance
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