The Blackwell Handbook of Cross-Cultural Management

ISBN-13: 9780631214304 / Angielski / Twarda / 2001 / 536 str.

Gannon; Kl Newman Kl; Martin J. Gannon

Opis

This is the first handbook to provide an overview of the major theoretical perspectives in cross-cultural management and to look at how they can be applied to real-world situations.

• Offers insights into the major cross-cultural issues and problems that managers face .
  
• Demonstrates how theoretical perspectives and research findings can be applied to actual situations and organisations.
  
• Contributors are leading researchers from a variety of nations and academic disciplines.

Spis treści

Preface.

Editors′ Introduction.

Part I: Frameworks For Cross–Cultural Management:.

1. National Culture and Economic Growth: Richard H. Franke (Loyola College), Geert Hofstede (Tilburg University), and Michael H. Bond (Chinese University of Hong Kong).

2. Generic Individualism and Collectivism: Harry C. Triandis (University of Illinois).

Part II: Strategy, Structure, and Inter–organizational Relationships:.

3. Cultures, Institutions, and Strategic Choices: Towards an Institutional Perspective on Business Strategy: Mike W. Peng (The Ohio State University).

4. Knowledge Acquisition through Alliances: Opportunities and Challenges: Paul Almeida (Georgetown University), Robert Grant (Georgetown University) and Anupama Phene (University of Utah).

5. Cooperative Strategies Between Firms: International Joint Ventures: Louis Hebert (The University of Western Ontario) and Paul W. Beamish (The University of Western Ontario).

6. The Importance of the Strategy–Structure Relationship in MNCs: William Egelhoff (Fordham University).

Part III: Managing Human Resources Across Cultures:.

7. Human Resource Practices in Multinational Companies: Chris Brewster (Cranfield School of Management).

8. Goal Setting, Performance Appraisal, and Feedback Across Cultures: Pino G. Audia (London Business School) and Svenja Tams(London Business School).

9. Employee Development and Expatriate Assignments: Mark Mendenhall (University of Tennessee), Torsten M. Kuehlmann (University of Bayreuth), Guenter K. Stahl, and Joyce S. Oslund.

Part IV: Motivation, Rewards, and Leadership Behavior:.

10. Culture, Motivation, and Work Behavior: Richard M. Steers (University of Orgeon) and Carlos J. Sánchez–Runde (IESE University of Navarre).

11. Cross–Cultural Leadership: Peter B. Smith (University of Sussex) and Mark F. Peterson (Florida Atlantic University).

12. Women Leaders in the Global Economy: Nancy J. Adler (McGill University).

Part V: Interpersonal Processes:.

13. Structural Identity Theory and the Dynamics of Cross–Cultural Work Groups: P. Christopher Earley (Kelley School of Business) and Marty Laubach.

14. Cross–Cultural Communication: Richard Mead (University of London) and Colin J. Jones (University of Hull Business School).

15. Cross–Cultural Negotiation and Conflict Management: Michele J. Gelfand (University of Maryland) and Christopher McCusker (Yale School of Management).

Part VI: Corporate Culture and Values:.

16. Justice, Culture, and Corporate Image: The Swoosh, the Sweatshops, and the Sway of Pulbic Opinion: Robert J. Bies (Georgetown University) and Jerald Greenberg (Ohio State University).

17. Trust in Cross–Cultural Relationships: Jean L. Johnson (Washington State University) and John B. Cullen (Washington State University).

18. Business Ethics Across Cultures: Diana C. Robertson (Emory University).

Index.

O autorze

Martin J. Gannon is Professor of Management and Director of the Center for Global Business, Robert H. Smith School of Business at the University of Maryland at College Park. He has authored or co–authored 13 books including Managing without Traditional Methods: International Innovations in Human Resource Management (1996), Ethical Dimensions of International Management (1997), Dynamics of Competitive Strategy (1992) and Understanding Global Cultures (2001).

Karen L. Newman is Dean of the School of the E. Claiborne Robins School of Business at the University of Richmond. She is the co–author of Managing Radical Organizational Change (1998).

Blurb

This is the first handbook to provide an overview of the major research perspectives in cross–cultural management and to look at how they can be applied to real–world situations. The volume is distinctive in bringing together perspectives previously considered independently, placing the work of management experts alongside contributions from leading cross–cultural psychologists, sociologists and economists. The editors have consciously selected cutting–edge contributors from a variety of countries.

The structure of the handbook reflects a systems feedback model of management. Beginning with the influence of national cultures on managerial and employee behavior, the volume goes on to cover strategy, structure, human resources, motivation, rewards and leadership behavior, interpersonal processes, and corporate culture and values. This allows the reader to see the issues within a dynamic and systematic context. The relationships between the chapters are elucidated by commentary from the editors.

This authoritative volume will be welcomed by managers, researchers and students seeking insight into cross–cultural issues and problems in and across organisations.