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Essentials of cross-cultural management

Author: David C Thomas
Publisher: London : SAGE, 2008.
Edition/Format:   Print book : English : 2nd ed

The systematic approach to studying and understanding the effect of culture across a variety of cross-cultural interactions and organizational contexts.


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Genre/Form: Cross-cultural studies
Document Type: Book
All Authors / Contributors: David C Thomas
ISBN: 9781412939560 1412939569
OCLC Number: 226281131
Notes: Previous edition: published as Essentials of international management. 2002.
Awards: Winner of R. Wayne Pace HRD Book of the Year Award 2008
Description: pages cm
Contents: PrefaceSection I: Management and Culture1. Introduction: The Challenging Role of the Global Manager Globalization Growing Economic Interconnectedness More Complex and Dynamic Work Environment Increased Use and Sophistication of Information Technology More and Different Players in the Global Stage Environment of Global Management What Global Managers Do Organizational Context, Culture, and Managerial Roles Evaluating Cross-Cultural Management Studies Limitations in Present Management Studies Types of International Management Research Methodological Issues in Cross-Cultural Research Critiques of International and Cross-Cultural Research2. Describing Culture: What It Is and Where It Comes From Features of Culture Culture is Shared Culture is Learned Culture is Systematic and Organized Why Cultures Differ and Persist Survival Language Religion Other Factors Debates Surrounding the Concept of Culture National Culture Convergence, Divergence or Equilibrium Organizational versus National Culture Acculturation and Biculturalism Culture and Social Groups In-Group Bias and Prejudice Ethnocentrism3. Comparing Cultures: Systematically Describing Cultural Differences Kluckhohn and Strodtbeck Framework Hofstede's Study Confucian-Dynamism Cultural Distance Criticism of Hofstede's Study Schwartz Value Survey Trompenaars's Dimensions The GLOBE Study Individualism and Collectivism Tightness and Complexity Vertical and Horizontal Dimensions Social Axioms Use of the Frameworks4. How Culture Works: Fundamentals of Cross-Cultural Interaction Social Cognition Cultural Norms and Scripts Selective Perception Perceived Similarity and Attraction Stereotypic Expectations National Stereotypes Resistance to New Information Stereotype Complexity and Evaluation Social Dominance Differential Attributions Inconclusive Information Attribution Error Cultural Differences in Attribution Bias Cross-Cultural Interaction Model Motivation Across Cultures Cultural Variation in Self-Concept Motivational Implications of Differing Self-ConceptsSection II: Roles of the Global Manager5. The Manager as Decision Maker: Cross-Cultural Dimensions of Decision Making Rational Decision Making Cultural Differences in the Optimization Model Limits to Rationality Cultural Constraints on Rationality Heuristics Availability Representativeness Anchoring and Adjustment Motivational Biases in Decision Making Selection and Reward Allocation Decisions Ethical Dilemmas in Decision Making Moral Philosophies Consequential Models Deontological or Rule-Based Models Cultural Relativism Cognitive Moral Development6. The Manager as Negotiator: Communicating and Negotiating Across Cultures Cross-Cultural Communication Process Language Communication Styles Explicit versus Implicit Communication Direct versus Indirect Communication Silence and Verbal Overkill Use of Praise Other Language Considerations Slang and Jargon Euphemisms Idioms Proverbs and Maxims Language Pragmatics Language Accommodation Stylistic Accommodation Language Fluency Nonverbal Communication Tone of Voice Proxemics Body Position and Gestures Facial Expression Eye Contact (Gaze) Negotiating and Conflict Resolution across Cultures Descriptions Negotiation Process and Behavior Cultural Dimensions and Negotiation Holistic Approaches to Negotiation7. The Manager as Leader: Motivation and Leadership Across Cultures Motivation Across Cultures Content Theories Process Theories Equity Theory Expectancy Theory Goal Setting Meaning of Work Designing Motivating Jobs Leadership Western Leadership Theory Trait Theories Behavioral Theories Contingency Theories Implicit Theories Project GLOBE Non-Western Theories of Leadership Performance-Maintenance Theory Leadership in the Arab World Paternalism Integrated Cross-Cultural Model of Leadership Implications for the Practice of Leadership Universal Leadership Functions Culture-Specific Leader Behaviors Situational Moderators Section III: Global Management Challenges8. The Challenge of Multicultural Work Groups and Teams Work Groups Work-Group Effectiveness External Conditions Group-Member Resources Group Structure Group Process Group Processes over Time Group Task Group Composition Culture's Influence on Work Groups Cultural Norms Cultural Diversity Relative Cultural Distance Culture's Effect in Different Group Structures and Tasks Global Virtual Teams Organizational Context and Culturally Diverse Work Groups Management Support Group-Level Rewards Work-Group Status Training Self-Management Managing Multicultural Work Groups Work-Group Task and Structure Broad Evaluation Criteria Composition and Task Requirements Common Purpose9. The Challenge of Designing International Organizations Organizations Organizational Designs Explaining Organizational Structure Deterministic Theory Contingency Theory Ecological Theories Institutional Theory Culture and Organizational Structure Culture-Free Perspective Structural Variation across Cultures Informal Organization Organizing in Multinational Organizations Multinational Structures International Collaborative Alliances International Mergers and Acquisitions MNO Subsidiary Structure Managerial Roles in Multinational Organizations Cultural Differences in the Psychological Contract10. The Challenge of International Assignments The Role of Expatriates Individual Staffing Decisions Selection of Managers for Overseas Assignments Decision to Accept an Overseas Assignment Definitions of Success Turnover Adjustment Task Performance Adjustment-Performance Relationship Factors Affecting Expatriate Success Individual Factors Demographics Foreign Language Ability and Previous International Experience Nationality of Expatriates Gender of Expatriates Job and Organizational Factors Expatriate Job Characteristics Job Level Expatriate Training Environmental Factors Cultural Novelty Social Support Repatriation Global Careers11. The Challenge of Managing across Cultures in the Future The Changing Environment of Business Uneven Development Influence of Transition Economies Information and Communication Technology Pressure on the Natural Environment The Adaptation of Organizations and People The MNO Context The Future of Organizational Work The Development of Global Managers SummaryReferencesAuthor IndexSubject IndexAbout the Author
Responsibility: David C. Thomas.


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"I was very pleased at the amount of coverage given to examining the individual and to see that section two is heavily focused on psychological characteristics." -- Tim Hill "An excellent, useful Read more...

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