As in previous editions of this popular text on cross-cultural management, students will find here an invaluable guide to key management theories, linked to practical examples from all round the world. The book's key distinctive feature remains its truly international profile, with current examples from the US, Europe, Asia and new perspectives in this edition from other regions.
Discussion of cross-cultural models is updated by including the 'crossvergence' framework developed during the 1990s, as well as the latest new research on organizational culture
Coverage of how and to what extent cultural variation affects the implementation of e-technology at the workplace (esp. in multinational subsidiaries)
New material on the management of marketing/sales teams across borders and implications of cultural differences for expatriate managers.
The addition of several new cases, from the Middle East, Latin America and Africa as well as new cases in in Asia.
The 4th edition retains the special appendix on how to write a successful dissertaion or project which makes this a useful text for both MBA and advanced undergraduate courses.
Preface xii
Acknowledgments xv
Part One Introduction 1
Chapter 1 International Management and Culture 3
1.1 Introduction 3
1.2 Factors that influence decision-making 4
1.3 Using culture 6
1.4 Cross-cultural and International Management 16
1.5 Implications for the Manager 17
1.6 Summary 18
1.7 Exercise 18
Case for Part One 20
Chapter 1 Case: Slicing the Meat 20
Part Two CROSS-CULTURAL MANAGEMENT 23
Chapter 2 Analyzing Cultures: Making Comparisons 27
2.1 Introduction 27
2.2 Comparative Analysis 28
2.3 Kluckhohn and Strodtbeck (1961) 29
2.4 Hall (1976) 30
2.5 Hofstede's Model 35
2.6 Applying Hofstede's Model 43
2.7 Implications for the Manager 45
2.8 Summary 46
2.9 Exercise 46
Chapter 3 Analyzing Cultures: After Hofstede 48
3.1 Introduction 48
3.2 Comparative Analysis since Hofstede 49
3.3 New Approaches 59
3.4 Implications for the Manager 61
3.5 Summary 61
3.6 Exercise 62
Chapter 4 Movement in the Culture 63
4.1 Introduction 63
4.2 Recognizing Significant Movement in the Culture 64
4.3 Economic Change and Cultural Movement in Japan 67
4.4 Other Factors Causing Movement 71
4.5 Implications for the Manager 77
4.6 Summary 77
4.7 Exercise 78
Chapter 5 Organizational Culture 79
5.1 Introduction 79
5.2 Defining and Analyzing Organizational Cultures 80
5.3 Organizational Culture and National Culture 85
5.4 Mitigating the Effects of the Environment 88
5.5 Implications for the Manager 92
5.6 Summary 93
5.7 Exercise 93
Chapter 6 Culture and Communication 94
6.1 Introduction 94
6.2 Appropriate Communication Across Cultures 95
6.3 One- and Two-way Communication Styles 101
6.4 Non-verbal Communication 106
6.5 Implications for the Manager 107
6.6 Summary 108
6.7 Exercise 108
Chapter 7 Motivation 111
7.1 Introduction 111
7.2 Needs 112
7.3 Intrinsic and Extrinsic Needs 114
7.4 How Context Influences Needs 116
7.5 Designing Incentives 118
7.6 Work as a Motivator 123
7.7 Implications for the Manager 125
7.8 Summary 126
7.9 Exercise 126
Chapter 8 Dispute Resolution 128
8.1 Introduction 128
8.2 Reasons for Dispute 129
8.3 Culture and Dispute 130
8.4 The Manager Resolves a Dispute 134
8.5 Negotiation 136
8.6 Implications for the Manager 142
8.7 Summary 143
8.8 Exercise 143
Chapter 9 Formal Structures 146
9.1 Introduction 146
9.2 Defining Structure 147
9.3 Bureaucracy 150
9.4 Culture and Bureaucracy 155
9.5 Implications for the Manager 159
9.6 Summary 160
9.7 Exercise 161
Chapter 10 Informal Systems 163
10.1 Introduction 163
10.2 Informal Relationships 164
10.3 Modeling Patronage 165
10.4 Patronage, Culture and Society 168
10.5 Some Variants: Guanxi and Wasta 172
10.6 Managing Informal Systems 174
10.7 Implications for the Manager 177
10.8 Summary 177
10.9 Exercise 178
Chapter 11 The Culture and Politics of Planning Change 180
11.1 Introduction 180
11.2 The Meaning of Planning 181
11.3 The Classic Planning Model 182
11.4 How National Culture Influences Planning 184
11.5 How Organizational Culture Influences Planning 187
11.6 The Politics of Planning 189
11.7 Implications for the Manager 192
11.8 Summary 193
11.9 Exercise 193
Chapter 12 When Does Culture Matter? The Case of Small/Medium Sized Enterprizes 195
12.1 Introduction 195
12.2 The Start-up in the United Kingdom and United States 196
12.3 The Start-up in Taiwan 199
12.4 The Anglo Family Company 201
12.5 The Chinese Family Company 203
12.6 The Middle Eastern Family Company 207
12.7 Assessing the Influence of National Culture 209
12.8 Implications for the Managers 209
12.9 Summary 210
12.10 Exercise 211
Cases for Part Two 212
Chapter 2 Case: Relations Between Manager and Employees 212
Chapter 3 Case: The Venezuelan Manager 213
Chapter 4 Case: Youth or Age, or Youth and Age? 214
Chapter 5 Case: The Vietnamese Bank 215
Chapter 6 Case: Bad Communication 216
Chapter 7 Case: Motivating Who? 217
Chapter 8 Case: The Nigerian Family Firm 218
Chapter 9 Case: No Job Description 219
Chapter 10 Case: Patronage in Europe 220
Chapter 11 Case: Improving Quality Control 221
Chapter 12 Case: Explaining Decisions Made by Small Business Owners 223
Part Three International Management 225
Chapter 13 Globalization and Localization 229
13.1 Introduction 229
13.2 Defining Globalization 230
13.3 The Social Effects of Globalization 237
13.4 The Roots of High Globalization 240
13.5 Implications for the Manager 243
13.6 Summary 243
13.7 Exercise 244
Chapter 14 Planning Strategy 245
14.1 Introduction 245
14.2 The Formal Strategic Plan 246
14.3 Stages of Planning 247
14.4 Strategic Planning Based on Resources 250
14.5 Balancing Resources and Position 252
14.6 The Influence of Environmental Factors 253
14.7 Growth Strategies 255
14.8 Emergent Strategy 256
14.9 Scenario Planning 257
14.10 Implications for the Manager 259
14.11 Summary 259
14.12 Exercise 260
Chapter 15 Implementing Strategy and Applying Knowledge 261
15.1 Introduction 261
15.2 Identifying and Applying Knowledge 262
15.3 Organizational Capabilities and Competitive Advantage 264
15.4 Implementation and Communication 266
15.5 International Mergers and Acquisitions 271
15.6 Transferring the Implementation System 273
15.7 Implications for the Manager 275
15.8 Summary 276
15.9 Exercise 276
Chapter 16 E-Communication 278
16.1 Introduction 278
16.2 Controlling by E-Communication 279
16.3 Cross-national Implementation 282
16.4 Email Utilization: Exploring Culture's Consequences 284
16.5 Implications for the Manager 287
16.6 Summary 288
16.7 Exercise 289
Chapter 17 Forming an International Joint Venture 290
17.1 Introduction 290
17.2 Why Invest in an IJV? 291
17.3 Preparing for Success: The Four Compatibilities 295
17.4 Trust and Mistrust 297
17.5 Sharing Control 301
17.6 Implications for the Manager 304
17.7 Summary 305
17.8 Exercise 306
Chapter 18 Risk and Control: Headquarters and Subsidiary 307
18.1 Introduction 307
18.2 Risk for the Subsidiary 308
18.3 Control 312
18.4 Implications for the Manager 320
18.5 Summary 320
18.6 Exercise 321
Chapter 19 Managing Human Resources 323
19.1 Introduction 323
19.2 Applying Concepts of HRM 324
19.3 The General Functions of HRM 326
19.4 HRM Activities in Context 328
19.5 Recruitment 330
19.6 Performance Appraisal 332
19.7 Training 334
19.8 Retention 336
19.9 Implications for the Manager 338
19.10 Summary 339
19.11 Exercise 339
Chapter 20 Controlling by Staffing 341
20.1 Introduction 341
20.2 Staffing to Control the IJV 342
20.3 National Culture and Control 346
20.4 Local or Expatriate Top Management? 349
20.5 Implications for the Manager 354
20.6 Summary 355
20.7 Exercise 355
Chapter 21 Managing Expatriate Assignments 358
21.1 Introduction 358
21.2 What Expatriates Do 358
21.3 Expatriate Success and Failure 360
21.4 Expatriate Selection 363
21.5 Expatriate Training 365
21.6 Expatriate Support 369
21.7 Implications for the Manager 373
21.8 Summary 374
21.9 Exercise 374
Chapter 22 The Expatriate Brand Manager 376
22.1 Introduction 376
22.2 The Emergence of Global Brands 377
22.3 Role of the Expatriate Brand Manager 380
22.4 Brand Communication: Managing the mix 382
22.5 Implications for the Manager 388
22.6 Summary 389
22.7 Exercise 390
Cases for Part Three 392
Chapter 13 Case: The Call Center Revolution 392
Chapter 14 Case: Baby Food 393
Chapter 15 Case: New Knowledge 394
Chapter 16 Case: Betafield 395
Chapter 17 Case: The Indian Joint Venture 396
Chapter 18 Case: Global Paper (1) 397
Chapter 19 Case: The Foreign Employee 399
Chapter 20 Case: Global Paper (2) 400
Chapter 21 Case: Appointing a Headquarters Manager to the Swiss Subsidiary 401
Chapter 22 Case: Teldaswift 403
Part Four Conclusions 405
Chapter 23 The Culture of the Subsidiary: Convergence and Divergence 407
23.1 Introduction 407
23.2 Corporate Cohesion and Cultural Shift 408
23.3 Convergence and Divergence 410
23.4 The Dual-pressure Perspective 412
23.5 Cross-vergence 416
23.6 Implications for the Manager 417
23.7 Summary 418
23.8 Exercise 419
Chapter 24 Ethics and Corporate Responsibility 420
24.1 Introduction 420
24.2 Ethics 421
24.3 Ethics Across Culture and Time 424
24.4 Ethics in Branding 427
24.5 Corporate Social Responsibility 429
24.6 Implications for the Manager 431
24.7 Summary 432
24.8 Exercise 432
Cases for Part Four 434
Chapter 23 Case: CAS 434
Chapter 24 Case: A Donation to the President's Campaign Fund 436
Appendix: Planning a Dissertation 438
Bibliography 443
Index 453
