Cross-cultural management revisited: a qualitative approach
Gespeichert in:
| Hauptverfasser: | , , , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford
Oxford University Press
2020
|
| Ausgabe: | First edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturverzeichnis Seite [341]-353 |
| Beschreibung: | x, 361 Seiten |
| ISBN: | 9780198857471 |
Internformat
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| adam_text | Contents Acknowledgements List of Tables and Boxes List of Abbreviations Introduction: The Need for a New Approach to Culture in Organizations A Denial of Reality Why Revisit the Theories Concerning Culture? Our Approach A Publication Informed by our Research Results A Prominent Place to the Formulations of Stakeholders Organization of the Publication Who is this Publication Intended For? ix xi xiii 1 1 2 4 6 7 8 10 PARTI UNIVERSAL MANAGEMENT UTOPIA 1. The Cultural Roots of American Management 1.1 A Cultural Inspiration that Spans Generations 1.2 The Deep Roots of American Management 1.3 Conclusion 13 14 24 29 2. American Management Put to the Test 2.1 The Successful Modernization of a Tunisian Conglomerate 2.2 The Hoped Renaissance of theParisian Metro 2.3 A Vietnamese Start-up 2.4 Conclusion 31 32 36 41 47 3. Theorizing National Cultures 3.1 Why Innovate? 3.2 An Interpretative Approach Adapted to the Complexity of Modem Societies 3.3 Conclusion 50 51 59 66 PART II MANAGEMENT FUNDAMENTALS AND CULTURE 4. Leadership 4.1 Three Contrasting Ways to be a GoodLeader 4.2 A Cultural Interpretation 4.3 Conclusion 71 74 85 90
vi CONTENTS 5. Procedures and Control 5.1 From Setting Objectives to Defining Operating Procedures in Cameroon 5.2 French Reluctance to Use Operating Procedures Designed by Others 5.3 Conclusion ^3 Ю6 6. Decision-making 6.1 Ideas and People: France and the Netherlands 6.2 Overcoming Radical Mistrust 6.3 Conclusion Ю8 Ю9 117 122 7. Industrial Relations 7.1 Building an Effective Social Dialogue in New Caledonia 7.2 The American Bargaining System 7.3 Conclusion 125 126 134 142 8. Customer Relations 8.1 Customer Relations Cultural Dimension: a Blind Spot 8.2 Three Examples of Customer Relations Bearing the Stamp of Culture 8.3 The Cultural Embeddedness of CustomerRelations 8.4 Conclusion 145 147 9. Ethics and Corporate Social Responsibility 9.1 The Cultural Dimension of Social Responsibility 9.2 Corruption Issues 9.3 Conclusion 165 166 177 184 ^ 149 157 163 PART III RETHINKING INTERCULTURAL RELATIONS 10. Interpersonal Communication 10.1 Words are Only Signs Which are Open to Interpretation 10.2 Cultural Communicative Styles May Hamper Communication 10.3 Towards a Fully Informed Use of the Common Corporate Language 10.4 Conclusion 189 190 197 11. Corporate Communication 11.1 A Comparison of Chinese and French ELF Self-presentations 11.2 Trust-inspiring Features that Vary According to the National Culture 11.3 Alternative Moves for Corporate Identity Internationalization 11.4 Conclusion 216 12. Intercultural Team Challenges 12.1 Agreeing in a Bi-national Team 12.2 Delegating Across Cultures 233 234 239 201 214 217 220 228 231
CONTENTS 12.3 Contrasting Intercultural Dynamics 12.4 Towards a New Approach to the Management of Multicultural Teams 12.5 Conclusion VÌI 244 248 252 PART IV FOR A PRODUCTIVE USE OF THE INTERPRETATIVE APPROACH 13. A Company Odyssey in the South 13.1 From First Attempts at Modernization to the Implementation of Procedures 13.2 A ‘US-made’ Privatization 13.3 A Resolutely New Approach 13.4 Epilogue: Permanencies and Changes 13.5 Conclusion 257 14. Transferring Management Practices 14.1 The Partial Achievement of a Japanese-American Transfer 14.2 The Moral Reading of a Quality Approach in Morocco 14.3 Paving the Way for a Methodical Approach 14.4 Conclusion 274 15. Efficient Multicultural Teams 15.1 An Approach Focused on the Deciphering of Universes of Meaning 15.2 How Can Intercultural Coaching be Adapted to Each Situation? 15.3 Conclusion 293 16. Guidelines for Deciphering Cultures 16.1 The Field Survey 16.2 Interpreting the Data 16.3 Conclusion 16.4 Illustrative Exercise: The Training Session for Post Office Tellers 306 306 311 327 Conclusion: Making the Most of Culture Understanding Established Theories are Inadequate Listen to Stakeholders and Decipher their Speech! Practices Change, but References Remain Launching Further Research Bibliography Index 258 262 264 266 270 276 280 285 290 293 298 304 328 333 333 336 336 338 341 355
|
| adam_txt |
Contents Acknowledgements List of Tables and Boxes List of Abbreviations Introduction: The Need for a New Approach to Culture in Organizations A Denial of Reality Why Revisit the Theories Concerning Culture? Our Approach A Publication Informed by our Research Results A Prominent Place to the Formulations of Stakeholders Organization of the Publication Who is this Publication Intended For? ix xi xiii 1 1 2 4 6 7 8 10 PARTI UNIVERSAL MANAGEMENT UTOPIA 1. The Cultural Roots of American Management 1.1 A Cultural Inspiration that Spans Generations 1.2 The Deep Roots of American Management 1.3 Conclusion 13 14 24 29 2. American Management Put to the Test 2.1 The Successful Modernization of a Tunisian Conglomerate 2.2 The Hoped Renaissance of theParisian Metro 2.3 A Vietnamese Start-up 2.4 Conclusion 31 32 36 41 47 3. Theorizing National Cultures 3.1 Why Innovate? 3.2 An Interpretative Approach Adapted to the Complexity of Modem Societies 3.3 Conclusion 50 51 59 66 PART II MANAGEMENT FUNDAMENTALS AND CULTURE 4. Leadership 4.1 Three Contrasting Ways to be a GoodLeader 4.2 A Cultural Interpretation 4.3 Conclusion 71 74 85 90
vi CONTENTS 5. Procedures and Control 5.1 From Setting Objectives to Defining Operating Procedures in Cameroon 5.2 French Reluctance to Use Operating Procedures Designed by Others 5.3 Conclusion ^3 Ю6 6. Decision-making 6.1 Ideas and People: France and the Netherlands 6.2 Overcoming Radical Mistrust 6.3 Conclusion Ю8 Ю9 117 122 7. Industrial Relations 7.1 Building an Effective Social Dialogue in New Caledonia 7.2 The American Bargaining System 7.3 Conclusion 125 126 134 142 8. Customer Relations 8.1 Customer Relations Cultural Dimension: a Blind Spot 8.2 Three Examples of Customer Relations Bearing the Stamp of Culture 8.3 The Cultural Embeddedness of CustomerRelations 8.4 Conclusion 145 147 9. Ethics and Corporate Social Responsibility 9.1 The Cultural Dimension of Social Responsibility 9.2 Corruption Issues 9.3 Conclusion 165 166 177 184 ^ 149 157 163 PART III RETHINKING INTERCULTURAL RELATIONS 10. Interpersonal Communication 10.1 Words are Only Signs Which are Open to Interpretation 10.2 Cultural Communicative Styles May Hamper Communication 10.3 Towards a Fully Informed Use of the Common Corporate Language 10.4 Conclusion 189 190 197 11. Corporate Communication 11.1 A Comparison of Chinese and French ELF Self-presentations 11.2 Trust-inspiring Features that Vary According to the National Culture 11.3 Alternative Moves for Corporate Identity Internationalization 11.4 Conclusion 216 12. Intercultural Team Challenges 12.1 Agreeing in a Bi-national Team 12.2 Delegating Across Cultures 233 234 239 201 214 217 220 228 231
CONTENTS 12.3 Contrasting Intercultural Dynamics 12.4 Towards a New Approach to the Management of Multicultural Teams 12.5 Conclusion VÌI 244 248 252 PART IV FOR A PRODUCTIVE USE OF THE INTERPRETATIVE APPROACH 13. A Company Odyssey in the South 13.1 From First Attempts at Modernization to the Implementation of Procedures 13.2 A ‘US-made’ Privatization 13.3 A Resolutely New Approach 13.4 Epilogue: Permanencies and Changes 13.5 Conclusion 257 14. Transferring Management Practices 14.1 The Partial Achievement of a Japanese-American Transfer 14.2 The Moral Reading of a Quality Approach in Morocco 14.3 Paving the Way for a Methodical Approach 14.4 Conclusion 274 15. Efficient Multicultural Teams 15.1 An Approach Focused on the Deciphering of Universes of Meaning 15.2 How Can Intercultural Coaching be Adapted to Each Situation? 15.3 Conclusion 293 16. Guidelines for Deciphering Cultures 16.1 The Field Survey 16.2 Interpreting the Data 16.3 Conclusion 16.4 Illustrative Exercise: The Training Session for Post Office Tellers 306 306 311 327 Conclusion: Making the Most of Culture Understanding Established Theories are Inadequate Listen to Stakeholders and Decipher their Speech! Practices Change, but References Remain Launching Further Research Bibliography Index 258 262 264 266 270 276 280 285 290 293 298 304 328 333 333 336 336 338 341 355 |
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| spelling | Iribarne, Philippe d' 1937- (DE-588)132110164 aut Cross-cultural management revisited a qualitative approach Philippe d'Iribarne, Sylvie Chevrier, Alain Henry, Jean-Pierre Segal, and Geneviève Tréguer-Felten First edition Oxford Oxford University Press 2020 x, 361 Seiten txt rdacontent n rdamedia nc rdacarrier Literaturverzeichnis Seite [341]-353 Interkulturelle Kompetenz (DE-588)4200053-1 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Organisationskultur (DE-588)4115463-0 gnd rswk-swf Management (DE-588)4037278-9 s Interkulturelle Kompetenz (DE-588)4200053-1 s Organisationskultur (DE-588)4115463-0 s DE-604 Chevrier, Sylvie aut Henry, Alain 1953- (DE-588)170942457 aut Segal, Jean-Pierre 1952- Verfasser (DE-588)13843560X aut Tréguer-Felten, Geneviève aut Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032035443&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Iribarne, Philippe d' 1937- Chevrier, Sylvie Henry, Alain 1953- Segal, Jean-Pierre 1952- Tréguer-Felten, Geneviève Cross-cultural management revisited a qualitative approach Interkulturelle Kompetenz (DE-588)4200053-1 gnd Management (DE-588)4037278-9 gnd Organisationskultur (DE-588)4115463-0 gnd |
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| title | Cross-cultural management revisited a qualitative approach |
| title_auth | Cross-cultural management revisited a qualitative approach |
| title_exact_search | Cross-cultural management revisited a qualitative approach |
| title_exact_search_txtP | Cross-cultural management revisited a qualitative approach |
| title_full | Cross-cultural management revisited a qualitative approach Philippe d'Iribarne, Sylvie Chevrier, Alain Henry, Jean-Pierre Segal, and Geneviève Tréguer-Felten |
| title_fullStr | Cross-cultural management revisited a qualitative approach Philippe d'Iribarne, Sylvie Chevrier, Alain Henry, Jean-Pierre Segal, and Geneviève Tréguer-Felten |
| title_full_unstemmed | Cross-cultural management revisited a qualitative approach Philippe d'Iribarne, Sylvie Chevrier, Alain Henry, Jean-Pierre Segal, and Geneviève Tréguer-Felten |
| title_short | Cross-cultural management revisited |
| title_sort | cross cultural management revisited a qualitative approach |
| title_sub | a qualitative approach |
| topic | Interkulturelle Kompetenz (DE-588)4200053-1 gnd Management (DE-588)4037278-9 gnd Organisationskultur (DE-588)4115463-0 gnd |
| topic_facet | Interkulturelle Kompetenz Management Organisationskultur |
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