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Wes Harry, HRM Practitioner and Honorary Visiting Fellow, Cass Business School,Keith Jackson, HRM practitioner and Lecturer & Visiting Research Fellow, School of Oriental and African Studies, University of London
Within an international management career of over 30 years Dr Wes Harry has held top management posts in airlines and banks as well as advising government ministries, the oil sector, Sovereign Wealth Funds and major companies in Asia and the Gulf region and beyond. Wes has a Ph.D. from the Graduate School of Management, University of Strathclyde, is Visiting Professor at Chester Business School and Honorary Visiting Fellow at Cass Business School. Early experience moving from a small town in the west of Scotland to Cyprus at the age of thirteen initiated exposure to different cultures which continued during his employment and travels in Africa, Asia, Australasia, Europe, Latin America and north America. Dr Harry publishes in a range of academic and practitioner journals as well as academic books on topics including International HRM, Managing Sustainably, HRM and Human Rights, Host Country National Development (localisation) and on country specific issues.
Keith Jackson (PhD, MBA, MA, BA, RSA Dip.TEFLA) is a tutor in international, cross-cultural and public policy management at the School of Oriental and African Studies University of London. He regularly teaches intercultural management, international HRM and education management at universities in China, France, Germany, Switzerland, Turkey and the UK. He is currently working as a learning and development consultant at Kobe University in Japan. His first textbook (with M. Tomioka) was The Changing Face of Japanese Management, published by Routledge in 2003; he is preparing an updated version. More recent publications include: Innovation in Japan (2009, with P. Debroux) and Human Resource Management: The Key Concepts (2011, with C. Rowley). Keith is Senior Partner at IFAVF, a consultancy offering managers a practical understanding of trust in contexts for initiating and sustaining business relationships across cultures.
Table of Contents
Culture in the context of management and organisations 1. A critical introduction to cross-cultural management 2. Different perspective of cultures: scholars and practitioners 3. Working with the local, national and global identities of managers: self-perception The globalisation of management practice and research 4. The cultures & subcultures of global business 5. The organisational context- cultures and sub-cultures 6. Globalisation and the cultural divergence/convergence debate Strategic applications 7. Cross-cultural HRM 8. Motivation 9. Leadership 10. Team work: creativity, innovation and the virtual project team 11. Cross-cultural communication and negotiation Emerging opportunities 12. Ethics & Corporate Social Responsibility: developing a cross-cultural management perspective 13. Diversity & demographic shift: formulating a cross-cultural management response 14. Sustainability & climate change: exploring cross-cultural management opportunities Reflection and prospection 15. Cross-cultural intelligence: a guide to professional self-development