Understanding Cross-Cultural Management 4e

Understanding Cross-Cultural Management 4e

Description

Understanding Cross-Cultural Management offers a selective but broad view of classic and
contemporary thinking on cultural management and encourages you to apply theories and ideas to
practice - and to relate them to your own experience - through various examples and cases from the
business world as well as through a range of practical activities.

Features

• Cross-cultural concepts, which explain key ideas from leading theorists, thinkers and
practitioners.

• Case studies (many of them based on articles from the Financial Times), dilemmas and points
for reflection, which enable you to judge internally and interact externally.

• Spotlights in every chapter, which briefly illustrate the concepts being described.

• Mini-cases with questions and points for discussion, which encourage consistent application of
theory to practice.

• Activities at the end of each chapter, as well as at the end of each of the book’s three parts, which provide a broader and more integrated perspective on the material in each section. These encourage you to develop both your cross-cultural management skills and a critical view of research done in this area.

Table of Contents

Preface

Acknowledgements

Publisher’s Acknowledgements

Part One CULTURE AND MANAGEMENT

Introduction to Part One

1 Determinants of culture

Learning outcomes

Preface: organisational culture as a ‘metaphor’

Concept 1.1 Facets of culture

Concept 1.2 Levels of cultures

Conclusion

Points for reflection

Further reading

References

Activities

2 Dimensions of culture: Hofstede and GLOBE

Learning outcomes

Preface: a model from social anthropology

Concept 2.1 Hofstede’s national cultural dimensions

Concept 2.2 Cultural dimensions according to GLOBE

Conclusion

Points for reflection

Further reading

References

Activities

3 Business cultures in the Western world

Learning outcomes

Preface: two approaches to the concept of multiculturalism

Concept 3.1 European cultures

Concept 3.2 American and Australasian cultures

Conclusion

Points for reflection

Further reading

References

Activities

4 Business cultures in Asia, Africa and the Middle East

Learning outcomes

Preface: two different cognitive approaches to management

Concept 4.1 Asian cultures

Concept 4.2 African and Middle East cultures

Conclusion

Points for reflection

Further reading

References

Activities

5 Cultural dimensions and dilemmas

Learning outcomes

Preface: motivation and dilemmas

Concept 5.1 Value orientations and dimensions

Concept 5.2 Reconciling cultural dilemmas

Conclusion

Points for reflection

Further reading

References

Activities

6 Culture and styles of management

Learning outcomes

Preface: the conceptualisation of culture – a static or dynamic approach

Concept 6.1 Management tasks and cultural values

Concept 6.2 Other views on cultural values

Conclusion

Points for reflection

Further reading

References

Activities

Part One Final activity A1.1 Alizee airlines case

Part One Final activity A1.2 Investigating cultural relations in a companyI

Part Two CULTURE AND ORGANISATIONS

Introduction to Part Two

7 Culture and corporate structures

Learning outcomes

Concept 7.1 Organisational structures

Concept 7.2 Corporate cultures

Conclusion

Points for reflection

Further reading

References

Activities

8 Culture and leadership

Learning outcomes

Concept 8.1 Different conceptions of leadership

Concept 8.2 Leadership in a global context

Conclusion

Points for reflection

Further reading

References

Activities

9 Culture and corporate strategy

Learning outcomes

Concept 9.1 Cultural view of strategy

Concept 9.2 Strategic alliances and business cultures

Conclusion

Points for reflection

Further reading

References

Activities

10 Managing human resources in a global environment

Learning outcomes

Concept 10.1 Diversity management in global organisations

Concept 10.2 International dimensions of managing human resources

Conclusion

Points for reflection

Further reading

References

Activities

11 Culture and customers in the global market

Learning outcomes

Concept 11.1 Customers in a cross-cultural environment

Concept 11.2 Communicating with customers across cultures

Conclusion

Points for reflection

Further reading

References

Activities

12 Managing cultural change in a global environment 320

Learning outcomes

Concept 12.1 Organisational change as a cultural process

Concept 12.2 Organisational change in a global environment

Conclusion

Points for reflection

Further reading

References

Activities

Part Two Final activity A2.1 Maintaining IKEA’s culture

Part Two Final activity A2.2 Assessing the environment through

a cultural lens, using the PEST analysis tool

Part Three CULTURE AND BUSINESS COMMUNICATION

Introduction to Part Three

13 Business communication across cultures

Learning outcomes

Concept 13.1 Communicating verbally

Concept 13.2 Communicating non-verbally

Conclusion

Points for reflection

Further reading

References

Activities

14 Managing intercultural negotiation and conflict

Learning outcomes

Concept 14.1 Negotiating in an international context

Concept 14.2 Understanding and dealing with conflicts

Conclusion

Points for reflection

Further reading

References

Activities

15 Working effectively in an international environment 419

Learning outcomes

Concept 15.1 The dynamics of global teams

Concept 15.2 Developing intercultural communicative competence (ICC)

Conclusion

Points for reflection

Further reading

References

Activities

Part Three Final activity A3.1 Simulation: negotiating internationally

Part Three Final activity A3.2 Group-project activity: Adapting an

international approach to the local market

Index

Back Cover

Given the global nature of business today and the increasing diversity within the workforce of so
many industries and organisations, a cross-cultural component in management education and training
has become essential. This is the case for every type of business education, whether it be for
aspiring graduates at the start of their careers or senior managers wishing to increase their
effectiveness or employability in the international market.

The 4th edition of Understanding Cross-Cultural Management has been adapted in line with the
feedback from our many readers, and boasts new case study material based on recent research, as
well as a stronger focus on Asian cultures, thereby providing more non-Western examples.

Understanding Cross-Cultural Management offers a selective but broad view of classic and
contemporary thinking on cultural management and encourages you to apply theories and ideas to
practice - and to relate them to your own experience - through various examples and cases from the
business world as well as through a range of practical activities, including:

• Cross-cultural concepts, which explain key ideas from leading theorists, thinkers and
practitioners.

• Case studies (many of them based on articles from the Financial Times), dilemmas and points
for reflection, which enable you to judge internally and interact externally.

• Spotlights in every chapter, which briefly illustrate the concepts being described.

• Mini-cases with questions and points for discussion, which encourage consistent application of
theory to practice.

• Activities at the end of each chapter, as well as at the end of each of the book’s three parts, which provide a broader and more integrated perspective on the material in each section. These encourage you to develop both your cross-cultural management skills and a critical view of research done in this area.

This book has been written for undergraduate and postgraduate students, as well as practising
managers and professionals, who are studying cross-cultural and international management as part of
either specialist international business programmes or general business-related qualifications.
This book is also a valuable resource for self-study, enabling readers to extend and to deepen
their cross-cultural awareness.

Marie-Joëlle Browaeys is a lecturer and researcher in cross-cultural management, affiliated to
Nyenrode Business University, The Netherlands.

Roger Price, formerly senior lecturer at Nyenrode Business University, The Netherlands, is a
freelance coach, instructor and writer in the area of cross-cultural management.