As in previous editions of this popular text on cross-cultural management, students will find here an invaluable guide to key management theories, linked to practical examples from all round the world. The book's key distinctive feature remains its truly international profile, with current examples from the US, Europe, Asia and new perspectives in this edition from other regions.
* Discussion of cross-cultural models is updated by including the 'crossvergence' framework developed during the 1990s, as well as the latest new research on organizational culture
* Coverage of how and to what extent cultural variation affects the implementation of e-technology at the workplace (esp. in multinational subsidiaries)
* New material on the management of marketing/sales teams across borders and implications of cultural differences for expatriate managers.
* The addition of several new cases, from the Middle East, Latin America and Africa as well as new cases in in Asia.
The 4th edition retains the special appendix on how to write a successful dissertaion or project which makes this a useful text for both MBA and advanced undergraduate courses.
Autorentext
Richard Mead convenes international management programs at the
School of Oriental and African Studies, University of London. He
has 35 years experience teaching communications management,
including a visiting position at the Kellogg Graduate School of
Management, Northwestern, and teaching at the Sasin Graduate
Institute of Business Administration, Thailand.
Tim Andrews is Senior Lecturer in Management at the University
of Strathclyde, UK.
Inhalt
Preface xii
Acknowledgments xv
Part One Introduction 1
Chapter 1 International Management and Culture 3
1.1 Introduction 3
1.2 Factors that influence decision-making 4
1.3 Using culture 6
1.4 Cross-cultural and International Management 16
1.5 Implications for the Manager 17
1.6 Summary 18
1.7 Exercise 18
Case for Part One 20
Chapter 1 Case: Slicing the Meat 20
Part Two CROSS-CULTURAL MANAGEMENT 23
Chapter 2 Analyzing Cultures: Making Comparisons 27
2.1 Introduction 27
2.2 Comparative Analysis 28
2.3 Kluckhohn and Strodtbeck (1961) 29
2.4 Hall (1976) 30
2.5 Hofstede's Model 35
2.6 Applying Hofstede's Model 43
2.7 Implications for the Manager 45
2.8 Summary 46
2.9 Exercise 46
Chapter 3 Analyzing Cultures: After Hofstede 48
3.1 Introduction 48
3.2 Comparative Analysis since Hofstede 49
3.3 New Approaches 59
3.4 Implications for the Manager 61
3.5 Summary 61
3.6 Exercise 62
Chapter 4 Movement in the Culture 63
4.1 Introduction 63
4.2 Recognizing Significant Movement in the Culture 64
4.3 Economic Change and Cultural Movement in Japan 67
4.4 Other Factors Causing Movement 71
4.5 Implications for the Manager 77
4.6 Summary 77
4.7 Exercise 78
Chapter 5 Organizational Culture 79
5.1 Introduction 79
5.2 Defining and Analyzing Organizational Cultures 80
5.3 Organizational Culture and National Culture 85
5.4 Mitigating the Effects of the Environment 88
5.5 Implications for the Manager 92
5.6 Summary 93
5.7 Exercise 93
Chapter 6 Culture and Communication 94
6.1 Introduction 94
6.2 Appropriate Communication Across Cultures 95
6.3 One- and Two-way Communication Styles 101
6.4 Non-verbal Communication 106
6.5 Implications for the Manager 107
6.6 Summary 108
6.7 Exercise 108
Chapter 7 Motivation 111
7.1 Introduction 111
7.2 Needs 112
7.3 Intrinsic and Extrinsic Needs 114
7.4 How Context Influences Needs 116
7.5 Designing Incentives 118
7.6 Work as a Motivator 123
7.7 Implications for the Manager 125
7.8 Summary 126
7.9 Exercise 126
Chapter 8 Dispute Resolution 128
8.1 Introduction 128
8.2 Reasons for Dispute 129
8.3 Culture and Dispute 130
8.4 The Manager Resolves a Dispute 134
8.5 Negotiation 136
8.6 Implications for the Manager 142
8.7 Summary 143
8.8 Exercise 143
Chapter 9 Formal Structures 146
9.1 Introduction 146
9.2 Defining Structure 147
9.3 Bureaucracy 150
9.4 Culture and Bureaucracy 155
9.5 Implications for the Manager 159
9.6 Summary 160
9.7 Exercise 161
Chapter 10 Informal Systems 163
10.1 Introduction 163
10.2 Informal Relationships 164
10.3 Modeling Patronage 165
10.4 Patronage, Culture and Society 168
10.5 Some Variants: Guanxi and Wasta 172
10.6 Managing Informal Systems 174
10.7 Implications for the Manager 177
10.8 Summary 177
10.9 Exercise 178
Chapter 11 The Culture and Politics of Planning Change 180
11.1 Introduction 180
11.2 The Meaning of Planning 181
11.3 The Classic Planning Model 182
11.4 How National Culture Influences Planning 184