Cross-cultural management: essential concepts
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Los Angeles, Calif. ; London ; New Delhi ; Singapore ; Washington DC ; Melbourne
SAGE
[2018]
|
| Ausgabe: | Fourth edition, international student edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturverzeichnis: Seite 235-287 |
| Beschreibung: | xxi, 313 Seiten Illustrationen, Diagramme |
| ISBN: | 9781506387529 |
Internformat
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| 245 | 1 | 0 | |a Cross-cultural management |b essential concepts |c David C. Thomas (Simon Fraser University, Canada), Mark F. Peterson (Maastricht University, The Netherlands) |
| 250 | |a Fourth edition, international student edition | ||
| 264 | 1 | |a Los Angeles, Calif. ; London ; New Delhi ; Singapore ; Washington DC ; Melbourne |b SAGE |c [2018] | |
| 300 | |a xxi, 313 Seiten |b Illustrationen, Diagramme | ||
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| 338 | |b nc |2 rdacarrier | ||
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Datensatz im Suchindex
| _version_ | 1804177377136214016 |
|---|---|
| adam_text | Titel: Cross-cultural management
Autor: Thomas, David C
Jahr: 2018
DETAILED CONTENTS
List of Tables and Figures xiv
Preface xvi
Acknowledgments xix
About the Authors xx
PART I. MANAGEMENT AND CULTURE 1
1. Introduction: The Challenging Role of the Global Manager 2
Globalization 3
Growing Economic Interconnectedness 3
More Complex and Dynamic Work Environment 4
Increased Use and Sophistication of Information Technology 6
More and Different Players on the Global Stage 7
Environment of Global Management 8
What Global Managers Do 9
How Global Managers Carry Out Their Role: Sources of Guidance 10
Organizational Context, Culture, and Managerial Roles 10
Evaluating Cross-Cultural Management Studies 11
Limitations in Present Management Studies 11
Types of International Management Research 13
Methodological Issues in Cross-Cultural Research 15
Critiques of International and Cross-Cultural Research 18
Summary 20
Questions for Discussion 20
2. Describing Culture: What It Is and Where It Comes From 21
Features of Culture 22
Culture Is Shared 22
Culture Is Learned 23
Culture Is Systematic and Organized 23
Culture: A Working Definition 24
Why Cultures Differ and Persist 25
Survival (and the Emergence of Social Institutions) 26
Language 27
Religion and Ideology 27
Other Factors 29
Debates Surrounding the Concept of Culture 29
National Culture 30
Convergence, Divergence, or Equilibrium 31
Organizational Versus National Culture 34
Acculturation and Biculturalism 36
Culture and Social Groups 37
In-Group Bias and Prejudice 38
Ethnocentrism 38
Summary 40
Questions for Discussion 40
3. Comparing Cultures: Systematically Describing
Cultural Differences 41
Kluckhohn and Strodtbeck Framework 42
Hofstede s Study 43
Long-Term Orientation 44
Indulgence Versus Restraint 44
Schwartz Value Survey 45
Trompenaars s Dimensions 47
The GLOBE Study 49
Individualism and Collectivism 50
Tightness and Complexity 52
Vertical and Horizontal Dimensions 53
Social Axioms 55
Culture as Sources of Guidance 56
Cultural Distance 57
Limitations of Country Culture Research 59
Use of the Frameworks 61
Summary 63
Questions for Discussion 63
4. How Culture Works: Fundamentals of Cross-Cultural
Interaction 64
Social Cognition 65
Cultural Schemas 66
Cultural Identity 67
Cultural Scripts and Norms 68
Selective Perception 70
Perceived Similarity and Attraction 71
Stereotypic Expectations 72
National Stereotypes 72
Resistance to New information 73
Stereotype Complexity and Evaluation 73
Social Dominance 74
Differential Attributions 75
Inconclusive Information 75
Attribution Error 76
Cultural Differences in Attribution Bias 76
Cross-Cultural Interaction Model 77
Self-Schemas and Motivation 80
Summary 82
Questions for Discussion 82
PART II. ROLES OF THE GLOBAL MANAGER 83
5. The Manager as Decision-Maker: Cross-Cultural Dimensions
of Decision-Making 84
Rational Decision-Making 84
Cultural Differences in the Optimization Model 86
Limits to Rationality 88
Cultural Constraints on Rationality 88
Heuristics 89
Availability 90
Representativeness 90
Anchoring and Adjustment 92
Motivational Biases in Decision-Making 93
Selection and Reward Allocation Decisions 94
Ethical Dilemmas in Decision-Making 98
Moral Philosophies 98
Consequential Models 98
Deontological or Rule-Based Models 98
Cultural Relativism 101
Cognitive Moral Development 102
Summary 106
Questions for Discussion 106
6. The Manager as Negotiator: Communicating and Negotiating
Across Cultures 107
Cross-Cultural Communication Process 107
Language 109
Communication Styles 111
Explicit Versus Implicit Communication 112
Direct Versus Indirect Communication 115
Silence and Verbal Overkill 115
Use of Praise 115
Other Language Considerations 115
Slang and Jargon 116
Euphemisms 116
Idioms 116
Proverbs and Maxims 117
Language Pragmatics 117
Language Accommodation 117
Stylistic Accommodation 119
Language Fluency 119
Nonverbal Communication 119
Tone of Voice 120
Proxemics 120
Body Position and Gestures 122
Facial Expression 125
Eye Contact (Gaze) 124
Negotiation and Conflict Resolution Across Cultures 125
Descriptions: Negotiating Process and Behavior 126
Cultural Dimensions and Negotiation 127
Holistic Approaches to Negotiation 129
Summary 132
Questions for Discussion 132
7. The Manager as Leader: Motivation and Leadership
Across Cultures 133
Motivation Across Cultures 133
Content Theories 155
Process Theories 154
Equity Theory 154
Expectancy Theory 155
Goal Setting 156
Work Goals 137
Work Centrality and Organizational Commitment 138
Designing Motivating Jobs 140
Leadership 141
Western Leadership Theory 142
Trait Theories 142
Behavioral Theories 143
Contingency Theories 143
Implicit Theories 144
Project GLOBE 145
Non-Western Theories of Leadership 146
Performance-Maintenance Theory 146
Leadership in the Arab World 147
Paternalism 148
Integrated Cross-Cultural Model of Leadership 149
Implications for the Practice of Leadership 151
Universal Leadership Functions 151
Culture-Specific Leader Behaviors 151
Situational Moderators 152
Summary 153
Questions for Discussion 153
PART III. GLOBAL MANAGEMENT CHALLENGES 155
8. The Challenge of Multicultural Work Groups and Teams 156
WorkGroups 157
Work Group Effectiveness 157
External Conditions 159
Group Member Resources 160
Group Structure 160
Group Processes 161
Group Processes Over Time 162
Group Task 162
Group Composition 163
Culture s Influence on Work Groups 164
Cultural Norms 164
Cultural Diversity 165
Relative Cultural Distance 166
Culture s Effect on Different Group Structures and Tasks 167
Global Virtual Teams 168
Communication 169
Relationship Building and Conflict Management 170
Task Management 170
Organizational Context and Culturally Diverse Work Groups 171
Management Support 171
Group-Level Rewards 172
Work Group Status 172
Training 173
Self-Management 173
Managing Multicultural Work Groups 173
Work Group Task and Structure 174
Broad Evaluation Criteria 174
Composition and Task Requirements 174
Common Purpose 175
Summary 176
Questions for Discussion 176
9. The Challenge of International Organizations:
Structure and Culture 177
Organizations 178
Organizational Designs 179
Ecological Theories 181
Institutional Theory 181
Culture and Organizational Structure 182
Culture-Free Perspective 183
Structural Variation Across Cultures 184
Informal Organization 187
Organizing in Multinational Organizations 188
Multinational Structures 188
International Collaborative Alliances 189
International Mergers and Acquisitions 190
MNO Subsidiary Structure 191
Relationship of the MNO to its Members 193
Managerial Roles in MNOs 193
Cultural Differences in the Psychological Contract 194
Summary 196
Questions for Discussion 196
10. The Challenge of International Assignments 197
The Role of Expatriates 198
Individual Staffing Decisions 199
Selection of Managers for Overseas Assignments 199
Decision to Accept an Overseas Assignment 200
Definitions of Success 201
Turnover 201
Adjustment 201
Task Performance 202
Adjustment-Performance Relationship 203
Factors Affecting Expatriate Success 205
Individual Factors 205
Job and Organizational Factors 209
Environmental Factors 212
Repatriation 213
Outcomes of Overseas Assignments and Global Careers 213
Summary 216
Questions for Discussion 217
11. The Challenge of Managing Across Cultures in the Future 218
The Changing Environment of Business 218
Uneven Development 219
Influence of Transition Economies 220
Information and Communication Technology (and Artificial Intelligence) 223
Pressure on the Natural Environment 224
The Adaptation of Organizations and People 226
The MNO Context 226
The Future of the Organization of Work 228
The Development of Global Managers 230
International Management Careers 231
Cross-Cultural Skills and Abilities 231
Multicultural 232
Summary 234
Questions for Discussion 234
References 235
Name Index 288
Subject Index 303
|
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| spelling | Thomas, David C. 1947- Verfasser (DE-588)13907953X aut Cross-cultural management essential concepts David C. Thomas (Simon Fraser University, Canada), Mark F. Peterson (Maastricht University, The Netherlands) Fourth edition, international student edition Los Angeles, Calif. ; London ; New Delhi ; Singapore ; Washington DC ; Melbourne SAGE [2018] xxi, 313 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier Literaturverzeichnis: Seite 235-287 Interkulturelles Management (DE-588)4343519-1 gnd rswk-swf Internationales Management (DE-588)4114040-0 gnd rswk-swf Interkulturelles Management (DE-588)4343519-1 s Internationales Management (DE-588)4114040-0 s DE-604 Peterson, Mark F. Verfasser (DE-588)170093999 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029631802&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Cross-cultural management essential concepts |
| title_auth | Cross-cultural management essential concepts |
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| title_full | Cross-cultural management essential concepts David C. Thomas (Simon Fraser University, Canada), Mark F. Peterson (Maastricht University, The Netherlands) |
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