Management By Wandering Around (MBWA) -is a process in which decision-makers are involved in widespread processes of listening and consultation throughout the organization about strategic management issues before decisions are made. Decision makers may be exposed to, and must listen to comment and criticism about their past actions and future plans. MBWA is associated with consultative styles of leadership and management. Management processes - these are concerned with establishing and reinforcing the values, competences, capabilities, attitudes, behaviours, and perceptions of priority of the managers, employees, value chain partners, and other relevant stakeholders of the organization. These values, competences, and behaviours are associated with the achievement of the objectives and tasks of individuals, groups, and functions (etc). Managing locally - implicit in the implementation of international business strategy must be an enterprise capacity for effective local management. International strategies are actually implemented on a local, national, or regional scale, within the context of individual economies and cultures. The formulation of international business strategies and the localized implementation of those strategies are the two sides of the same coin. Market segmentation - is defined as the analysis of a particular market demand into its constituent parts, so that sets of buyers can be differentiated and targeted. Merger - is a business development strategy in which there is a direct merger or union between two (or more) enterprises. The separate identity of each is subordinated to the identity of the newly merged organization, or disappears altogether into it. Mission - is a fundamental statement of purpose, direction, and intent, which defines the place and position of the organization within its environment. This statement of purpose and direction distinguishes the enterprise from others of its type, and separates it from its competitors. Multinational company - may be defined as an enterprise that owns or controls production, service, distribution, or marketing capacity outside of the country in which it is based. It will earn at least 30% of its revenue from its international operations. It considers itself to be international in scope, and it manages its home and foreign activities in an integrated manner to pursue local, international, and global opportunities. National culture - is defined by Hofstede as the ‘collective mental programming’ of the people of any particular nationality. People are collectively conditioned by particular patterns of history, socialization, education, and life experience. National culture resides (i) collectively in the mental makeup of the people of the society; (ii) in their institutions and

DOI link for Management By Wandering Around (MBWA) -is a process in which decision-makers are involved in widespread processes of listening and consultation throughout the organization about strategic management issues before decisions are made. Decision makers may be exposed to, and must listen to comment and criticism about their past actions and future plans. MBWA is associated with consultative styles of leadership and management. Management processes - these are concerned with establishing and reinforcing the values, competences, capabilities, attitudes, behaviours, and perceptions of priority of the managers, employees, value chain partners, and other relevant stakeholders of the organization. These values, competences, and behaviours are associated with the achievement of the objectives and tasks of individuals, groups, and functions (etc). Managing locally - implicit in the implementation of international business strategy must be an enterprise capacity for effective local management. International strategies are actually implemented on a local, national, or regional scale, within the context of individual economies and cultures. The formulation of international business strategies and the localized implementation of those strategies are the two sides of the same coin. Market segmentation - is defined as the analysis of a particular market demand into its constituent parts, so that sets of buyers can be differentiated and targeted. Merger - is a business development strategy in which there is a direct merger or union between two (or more) enterprises. The separate identity of each is subordinated to the identity of the newly merged organization, or disappears altogether into it. Mission - is a fundamental statement of purpose, direction, and intent, which defines the place and position of the organization within its environment. This statement of purpose and direction distinguishes the enterprise from others of its type, and separates it from its competitors. Multinational company - may be defined as an enterprise that owns or controls production, service, distribution, or marketing capacity outside of the country in which it is based. It will earn at least 30% of its revenue from its international operations. It considers itself to be international in scope, and it manages its home and foreign activities in an integrated manner to pursue local, international, and global opportunities. National culture - is defined by Hofstede as the ‘collective mental programming’ of the people of any particular nationality. People are collectively conditioned by particular patterns of history, socialization, education, and life experience. National culture resides (i) collectively in the mental makeup of the people of the society; (ii) in their institutions and

Management By Wandering Around (MBWA) -is a process in which decision-makers are involved in widespread processes of listening and consultation throughout the organization about strategic management issues before decisions are made. Decision makers may be exposed to, and must listen to comment and criticism about their past actions and future plans. MBWA is associated with consultative styles of leadership and management. Management processes - these are concerned with establishing and reinforcing the values, competences, capabilities, attitudes, behaviours, and perceptions of priority of the managers, employees, value chain partners, and other relevant stakeholders of the organization. These values, competences, and behaviours are associated with the achievement of the objectives and tasks of individuals, groups, and functions (etc). Managing locally - implicit in the implementation of international business strategy must be an enterprise capacity for effective local management. International strategies are actually implemented on a local, national, or regional scale, within the context of individual economies and cultures. The formulation of international business strategies and the localized implementation of those strategies are the two sides of the same coin. Market segmentation - is defined as the analysis of a particular market demand into its constituent parts, so that sets of buyers can be differentiated and targeted. Merger - is a business development strategy in which there is a direct merger or union between two (or more) enterprises. The separate identity of each is subordinated to the identity of the newly merged organization, or disappears altogether into it. Mission - is a fundamental statement of purpose, direction, and intent, which defines the place and position of the organization within its environment. This statement of purpose and direction distinguishes the enterprise from others of its type, and separates it from its competitors. Multinational company - may be defined as an enterprise that owns or controls production, service, distribution, or marketing capacity outside of the country in which it is based. It will earn at least 30% of its revenue from its international operations. It considers itself to be international in scope, and it manages its home and foreign activities in an integrated manner to pursue local, international, and global opportunities. National culture - is defined by Hofstede as the ‘collective mental programming’ of the people of any particular nationality. People are collectively conditioned by particular patterns of history, socialization, education, and life experience. National culture resides (i) collectively in the mental makeup of the people of the society; (ii) in their institutions and book