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OverviewNow called Cross-Cultural Management to more clearly reflect the content, the Second Edition has been refined to build on the strength of the earlier edition for a stronger emphasis on understanding of the most current research on culture in organizational settings. The text examines cross-cultural management issues from a psychological or behavioural perspective. It focuses on the interactions of people from different cultures in organizational settings and helps the reader gain an understanding of the effect of culture that can be applied to a wide variety of cross-cultural interactions in various organizational contexts. Full Product DetailsAuthor: David C. ThomasPublisher: SAGE Publications Inc Imprint: SAGE Publications Inc Edition: 2nd Revised edition Dimensions: Width: 15.20cm , Height: 1.80cm , Length: 22.80cm Weight: 0.450kg ISBN: 9781412939560ISBN 10: 1412939569 Pages: 352 Publication Date: 26 June 2008 Audience: Professional and scholarly , Professional & Vocational Replaced By: 9781452257501 Format: Paperback Publisher's Status: Out of Print Availability: In Print  Limited stock is available. It will be ordered for you and shipped pending supplier's limited stock. Table of ContentsPreface Section I: Management and Culture 1. 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 Research 2. 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 Ethnocentrism 3. 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 Frameworks 4. 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-Concepts Section II: Roles of the Global Manager 5. 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 Development 6. 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 Negotiation 7. 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 Challenges 8. 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 Purpose 9. 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 Contract 10. 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 Careers 11. 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 Summary References Author Index Subject Index About the AuthorReviewsI 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 20090330 An excellent, useful textbook that learners keep for the future reference. -- Dr. Kumiko Watanuki 20090805 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 20090330 An excellent, useful textbook that learners keep for the future reference. -- Dr. Kumiko Watanuki 20090805 Overall, I found the chapters build on one another, and by the end of the book, I am confident that my students will be well-sensitized and well-equipped to take on international assignments. I have to commend the author for delivering a handbook in just 300 pages, without the readers (and students in particular) noticing this. All of the concepts were very easy to comprehend and well articulated. The author clearly did a tremendous job balancing challenge with appeal without losing the readers. -- Eddy S.W. Ng 20110228 Overall, I found the chapters build on one another, and by the end of the book, I am confident that my students will be well-sensitized and well-equipped to take on international assignments. I have to commend the author for delivering a handbook in just 300 pages, without the readers (and students in particular) noticing this. All of the concepts were very easy to comprehend and well articulated. The author clearly did a tremendous job balancing challenge with appeal without losing the readers. -- Eddy S.W. Ng 20110228 An excellent, useful textbook that learners keep for the future reference. -- Dr. Kumiko Watanuki 20090805 An excellent, useful textbook that learners keep for the future reference. -- Dr. Kumiko Watanuki 20090805 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 20090330 Author InformationDavid C Thomas (PhD University of South Carolina) is a Professor in the Gustavson School of Business, University of Victoria and Professor Emeritus of International Management at Simon Fraser University, Canada. He is the author of a dozen books including (with Kerr Inkson) the bestselling Cultural Intelligence, Berrett-Koehler Publishers. His book Cross-Cultural Management: Essential Concepts (2008, Sage Publications) was the winner of the R. Wayne Pace Human Resource Development book of the year award for 2008. In addition, he has edited (with Peter B. Smith and Mark Peterson) The Handbook of Cross-Cultural Management Research from Sage Publications. His research on cross-cultural interactions in organizational settings has appeared in the leading journals in the field. He is currently serves on the editorial boards of the Journal of International Business Studies, the Journal of Organizational Behavior, and European Journal of Cross-Cultural Competence and Management. Dr. Thomas’ academic postings have included positions at the Australian Graduate School of Management (AGSM), University of New South Wales, the Pennsylvania State University and The University of Auckland, New Zealand, where he was also Director of the Master of International Business Program. He has held visiting positions at Koç University, Istanbul, Turkey, The Chinese University of Hong Kong, the University of Hawaii, Massey University, New Zealand, and ESCEM, Tours, France. In addition to teaching at both undergraduate and postgraduate level, Dr Thomas has consulted on cultural diversity issues with numerous organizations. When not teaching or writing he can often be found scraping or varnishing or sometimes sailing his 1984 Hans Christian cutter, “Clovelly.” Tab Content 6Author Website:Countries AvailableAll regions |
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