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The globalization of the business environment that is being driven by technological and economic factors is resulting in an ever-increasing number of cross-cultural interactions in the workplace. Understanding the influence of culture on interpersonal interactions in organizational settings is now a fundamental requirement of effective international management. This book will be an aid to that understanding. Cross-Cultural Management: Essential Concepts, Second Editionexamines cross-cultural management issues from a predominantly psychological perspective. As opposed to being country specific, this book focuses on the interactions of people from different cultures in organizational settings. That is, the approach used is to understand the effect of culture in a way that can then be applied to a wide variety of cross-cultural interactions in a number of organizational contexts. This book supersedes the previous volume as it extracts key concepts on management from a cross-cultural perspective and condenses them into an accessible tool for both students and teachers alike. New to this Second Edition

Each chapter has been updated to include the most current research available Chapter 1 has been refocused to be a synthesis of an introduction to the global business environment the challenge of evaluating international/cross-cultural management research. A new Chapter 11 on the Challenge of Managing in the Future Expanded coverage of cultural dimensions and negotiation, and of holistic approaches to cross-cultural negotiation in Chapter 6. Chapter 7 now contains a section on work motivation across cultures including the material on designing motivating jobs that appeared in Chapter 9 of the previous edition. Extended coverage of global virtual teams in Chapter 8. Chapter 9 is now refocused to include work on international organization design by Bartlett and Ghoshal. Updated coverage of self-initiated overseas assignments, alternatives to expatriation, repatriation, and global careers in Chapter 10.

Intended Audience:Students of organizational behavior, industrial and organizational psychology, and social psychology will find many of the topic areas familiar. However, the focus of this book is on application of these concepts to global management.

Tabla de contenidos provista por Syndetics

• Preface
• 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 Author

Notas de autor provistas por Syndetics

David 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."