Cross-Cultural Management: Essential Concepts

Table of Contents:
PART I: MANAGEMENT AND CULTURE Chapter 1: Introduction: The Challenging Role of the Global Manager Globalization What Global Managers Do Evaluating Cross-Cultural Management Studies Summary Questions for Discussion Chapter 2: Describing Culture: What It Is and Where It Comes From Features of Culture Culture: A Working Definition Why Cultures Differ and Persist Debates Surrounding the Concept of Culture Culture and Social Groups Summary Questions for Discussion Chapter 3: Comparing Cultures: Systematically Describing Cultural Differences Kluckhohn and Strodtbeck Framework Hofstede’s Study Schwartz Value Survey Trompenaars’s Dimensions The GLOBE Study Individualism and Collectivism Social Axioms Culture as Sources of Guidance Cultural Distance Limitations of Country Culture Research Use of the Frameworks Summary Questions for Discussion Chapter 4: How Culture Works: Fundamentals of Cross-Cultural Interaction Social Cognition Cultural Schemas Cultural Scripts and Norms Selective Perception Perceived Similarity and Attraction Stereotypic Expectations Differential Attributions Cross-Cultural Interaction Model Self-Schemas and Motivation Summary Questions for Discussion PART II: ROLES OF THE GLOBAL MANAGER Chapter 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 Motivational Biases in Decision-Making Selection and Reward Allocation Decisions Ethical Dilemmas in Decision-Making Summary Questions for Discussion Chapter 6: The Manager as Negotiator: Communicating and Negotiating Across Cultures Cross-Cultural Communication Process Language Communication Styles Other Language Considerations Language Pragmatics Nonverbal Communication Negotiation and Conflict Resolution Across Cultures Summary Questions for Discussion Chapter 7: The Manager as Leader: Motivation and Leadership across Cultures Motivation Across Cultures Work Goals Work Centrality and Organizational Commitment Designing Motivating Jobs Leadership Western Leadership Theory Non-Western Theories of Leadership Integrated Cross-Cultural Model of Leadership Implications for the Practice of Leadership Summary Questions for Discussion PART III: GLOBAL MANAGEMENT CHALLENGES Chapter 8: The Challenge of Multicultural Work Groups and Teams Work Groups Work Group Effectiveness Culture’s Influence on Work Groups Culture’s Effect in Different Group Structures and Tasks Global Virtual Teams Organizational Context and Culturally Diverse Work Groups Managing Multicultural Work Groups Summary Questions for Discussion Chapter 9: The Challenge of International Organizations: Structure and Culture Organizations Organizational Designs Culture and Organizational Structure Informal Organization Organizing in Multinational Organizations Relationship of the MNO to Its Members Summary Questions for Discussion Chapter 10: The Challenge of International Assignments The Role of Expatriates Individual Staffing Decisions Definitions of Success Adjustment–Performance Relationship Factors Affecting Expatriate Success Repatriation Outcomes of Overseas Assignments and Global Careers Summary Questions for Discussion Chapter 11: The Challenge of Managing Across Cultures in the Future The Changing Environment of Business The Adaptation of Organizations and People The Development of Global Managers Summary Questions for Discussion References Name Index Subject Index Subject Index

About the Author :
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.” Mark F. Peterson (PhD, University of Michigan) holds the Hofstede Chair in Cultural Diversity at Maastricht University. He has published over 120 articles and chapters, and several books. The articles have appeared in major management and international management journals such as Administrative Science Quarterly, the Academy of Management Journal, the Journal of International Business Studies, the Journal of Organizational Behavior, Leadership Quarterly, Human Relations, Management International Review, Organization Studies, and Organization Science. He has also contributed international management themes to the basic social science literature through chapters in the Annual Review of Psychology, the Communication Yearbook, the Handbook of Industrial and Organizational Psychology, and Research in the Sociology of Organizations. He is an Associate Editor for the Journal of Organizational Behavior and an Area Editor for the Journal of International Business Studies. His previous positions have been at Wayne State University, the University of Miami, Texas Tech University, and Florida Atlantic University. He has had visiting positions supported by Fulbright Fellowships to Osaka University and McMaster University, and he held the John R. Galvin Chair at the Fletcher School of Law and Diplomacy at Tufts University. He has also had visiting positions at the University of Pennsylvania and Aarhus University. Along with Mikael Soendergaard, Geert Hofstede, Michael Minkov, Gert Jan Hofstede, and others, he teaches an annual summer Ph.D. master class in cross cultural management at various locations in Europe. When at his home in Homestead, Florida, he spends his weekends tending to a collection of orchids and making orchid hybrids.