Essentials of International Management : A Cross-Cultural Perspective

by Thomas, David

• ISBN13: 9780761921813
• ISBN10: 0761921818
• Format: Paperback
• Copyright: 2001-08-01
• Publisher: Sage Publications, Inc
• More Book Details
• Purchase Benefits

Summary

This book examines cross-cultural management issues from a psychological or behavioral perspective. It focuses on the interactions of people from different cultures in organizational settings and helps the reader gain an understanding of the effect of culture that can be applied to a wide variety of cross-cultural interactions in various organizational contexts.

Table of Contents

List of Tables and Figures	xiii
Preface	xv
Acknowledgments	xix
SECTION I: MANAGEMENT AND CULTURE
Introduction: The Challenging Role of the International Manager	3	(24)
Globalization	4	(6)
Disappearing Boundaries	4	(1)
Dynamic Work Environment	5	(1)
Information Technology	6	(2)
New Actors on the International Stage	8	(2)
Environment of International Management	10	(9)
Economic Environment	11	(3)
Legal Environment	14	(3)
Political Environment	17	(2)
What International Managers Do	19	(6)
Organizational Context, Culture, and Managerial Roles	22	(3)
Summary	25	(2)
Describing Culture: What It Is and Where It Comes From	27	(20)
Features of Culture	28	(3)
Culture as Shared	28	(1)
Culture as Learned	28	(1)
Culture as Systematic and Organized	29	(2)
Why Cultures Differ and Persist	31	(3)
Survival	32	(1)
Language	33	(1)
Religion	33	(1)
Debates Surrounding the Concept of Culture	34	(9)
National Culture	34	(2)
Convergence or Divergence	36	(4)
Organizational Culture	40	(2)
Acculturation	42	(1)
Culture and Social Groups	43	(2)
In-Group Bias and Prejudice	44	(1)
Ethnocentrism	44	(1)
Summary	45	(2)
Comparing Cultures: Systematically Describing Cultural Differences	47	(22)
Kluckhohn and Strodtbeck Framework	48	(2)
Hofstede's Study	50	(6)
Confucian-Dynamism	53	(1)
Cultural Distance	54	(1)
Criticism of Hofstede's Study	55	(1)
Schwartz Value Survey	56	(3)
Trompenaars's Dimensions	59	(3)
Individualism and Collectivism	62	(4)
Tightness and Complexity	63	(1)
Vertical and Horizontal Dimensions	64	(2)
Use of the Frameworks	66	(2)
Summary	68	(1)
How Culture Works: Fundamentals of Cross-Cultural Interaction	69	(22)
Social Cognition	70	(2)
Cultural Norms and Scripts	72	(2)
Selective Perception	74	(2)
Perceived Similarity and Attraction	76	(1)
Stereotypic Expectations	76	(3)
National Stereotypes	77	(1)
Resistance to New Information	77	(1)
Stereotype Complexity and Evaluation	78	(1)
Social Dominance	78	(1)
Differential Attributions	79	(3)
Inconclusive Information	79	(1)
Attribution Error	80	(1)
Cultural Differences in Attribution Bias	81	(1)
Cross-Cultural Interaction Model	82	(3)
Motivation Across Cultures	85	(3)
Cultural Variation in Self-Concept	86	(1)
Motivational Implications of Differing Self-Concepts	86	(2)
Summary	88	(3)
SECTION II: ROLES OF THE INTERNATIONAL MANAGER
The Manager as Decision Maker: Cross-Cultural Dimensions of Decision Making	91	(24)
Rational Decision Making	92	(1)
Cultural Differences in the Optimization Model	92	(3)
Limits to Rationality	95	(2)
Cultural Constraints on Rationality	96	(1)
Heuristics	97	(3)
Availability	98	(1)
Representativeness	98	(1)
Anchoring and Adjustment	99	(1)
Motivational Biases in Decision Making	100	(1)
Selection and Reward Allocation Decisions	101	(3)
Ethical Dilemmas in Decision Making	104	(1)
Moral Philosophies	104	(4)
Consequential Models	105	(1)
Deontological or Rule-Based Models	105	(3)
Cultural Relativism	108	(1)
Cognitive Moral Development	108	(5)
Summary	113	(2)
The Manager as Negotiator: Communicating and Negotiating Across Cultures	115	(32)
Cross-Cultural Communication Process	116	(2)
Language	118	(2)
Communication Styles	120	(4)
Explicit Versus Implicit Communication	120	(2)
Direct Versus Indirect Communication	122	(1)
Silence and Verbal Overkill	122	(2)
Use of Praise	124	(1)
Other Language Considerations	124	(3)
Slang and Jargon	125	(1)
Euphemisms	126	(1)
Idioms	126	(1)
Proverbs and Maxims	127	(1)
Language Pragmatics	127	(3)
Language Accommodation	128	(1)
Stylistic Accommodation	128	(1)
Language Fluency	129	(1)
Nonverbal Communication	130	(7)
Tone of Voice	131	(1)
Proxemics	131	(2)
Body Position and Gestures	133	(1)
Facial Expression	134	(2)
Eye Contact (Gaze)	136	(1)
Negotiating Across Cultures	137	(5)
Negotiation Process	138	(1)
Negotiator Behavior	139	(3)
Problem-Solving Approach	142	(1)
Implications	142	(2)
Anticipating Differences	143	(1)
Attribution Accuracy	143	(1)
Adaptation	144	(1)
Context Factors	144	(1)
Summary	144	(3)
The Manager as Leader: The Leadership Role Across Cultures	147	(20)
Leadership	148	(1)
Western Leadership Theory	148	(8)
Trait Theories	148	(1)
Behavioral Theories	149	(3)
Contingency Theories	152	(2)
Implicit Theories	154	(2)
Non-Western Theories of Leadership	156	(4)
Leadership in Japan	157	(2)
Leadership in the Arab World	159	(1)
Integrated Cross-Cultural Model of Leadership	160	(1)
Implications for the Practice of Leadership	161	(3)
Universal Leadership Functions	162	(1)
Culture-Specific Leader Behaviors	162	(1)
Situational Moderators	163	(1)
Summary: Leadership in an Intercultural Interaction	164	(3)
SECTION III: INTERNATIONAL MANAGEMENT CHALLENGES
The Challenge of Multicultural Work Groups and Teams	167	(22)
Work Groups	168	(1)
Work-Group Effectiveness	169	(6)
External Conditions	170	(1)
Group-Member Resources	171	(1)
Group Structure	171	(1)
Group Process	172	(1)
Group Processes Over Time	173	(1)
Group Task	174	(1)
Group Composition	174	(1)
Culture's Influence on Work Groups	175	(4)
Cultural Norms	176	(1)
Cultural Diversity	177	(1)
Relative Cultural Distance	178	(1)
Culture's Effect in Different Group Structures and Tasks	179	(1)
Geographically Distributed Work Groups	180	(1)
Organizational Conditions and Culturally Diverse Work Groups	181	(4)
Management Support	182	(1)
Group-Level Rewards	182	(1)
Work-Group Status	183	(1)
Training	184	(1)
Self-Management	184	(1)
Managing Multicultural Work Groups	185	(1)
Work-Group Task and Structure	185	(1)
Broad Evaluation Criteria	185	(1)
Composition and Task Requirements	186	(1)
Common Purpose	186	(1)
Summary	186	(3)
The Challenge of Designing International Organizations	189	(28)
Organizations	190	(1)
Organizational Designs	191	(1)
Explaining Organizational Structure	192	(5)
Deterministic Theory	193	(1)
Contingency Theory	194	(1)
Ecological Theories	195	(1)
Institutional Theory	196	(1)
Culture and Organizational Structure	197	(5)
Culture-Free Perspective	197	(1)
Structural Variation Across Cultures	198	(4)
Organizing in Multinational Corporations	202	(5)
Typical International Structures	202	(1)
International Collaborative Alliances	203	(1)
MNC Subsidiary Structure	203	(2)
Subsidiary Manager's Role	205	(2)
Designing Jobs in International Organizations	207	(7)
Cultural Differences in the Psychological Contract	207	(2)
Meaning of Work	209	(1)
Work Design Across Cultures	210	(4)
Summary	214	(3)
The Challenge of International Assignments	217	(26)
The Role of Expatriates	218	(2)
Individual Staffing Decisions	219	(1)
Selection of Managers for Overseas Assignments	220	(1)
Decision to Accept an Overseas Assignment	220	(1)
Definitions of Success	221	(4)
Turnover	221	(1)
Adjustment	221	(2)
Task Performance	223	(1)
Adjustment-Performance Relationship	224	(1)
Factors Affecting Expatriate Success	225	(106)
Individual Factors	226	(1)
Demographics	227	(1)
Foreign Language Ability and Previous International Experience	227	(2)
Nationality of Expatriates	229	(1)
Gender of Expatriates	229	(102)
Job and Organizational Factors	331	(4)
Expatriate Job Characteristics	331	(1)
Job Level	332	(1)
Expatriate Training	332	(3)
Environmental Factors	335	(1)
Cultural Novelty	335	(1)
Social Support	335	(1)
Repatriation	336
Expatriate Careers	237	(1)
International Assignments: A Double-Edged Sword	237	(3)
Adjustment-Performance Paradox	238	(1)
Marital Status Contradiction	238	(1)
Selection-Performance Contradiction for Women Expatriates	238	(1)
Americans-Only Problem	239	(1)
Selection-Motivation Contradiction	239	(1)
Transfer-of-Knowledge Problem	239	(1)
Training-Effectiveness Contradiction	239	(1)
Cultural-Novelty Paradox	240	(1)
Summary	240	(3)
SECTION IV: INTERNATIONAL MANAGEMENT RESEARCH
The Challenge of Learning More: Evaluating Cross-Cultural Management Studies	243	(20)
Sources of Limitations in Present Management Studies	244	(3)
Economic Hegemony	244	(1)
Institutional Heritage	245	(1)
Assumed Universality	246	(1)
Types of International Management Research	247	(5)
Domestic Research	249	(1)
Replication Research	250	(1)
Indigenous Research	250	(1)
Comparative Research	250	(1)
International Research	251	(1)
Intercultural Research	251	(1)
Methodological Issues in Cross-Cultural Research	252	(7)
Equivalence	252	(2)
Sampling	254	(2)
Data Collection	256	(2)
Measurement and Data Analysis	258	(1)
Summary of Methods Issues	259	(1)
Critiques of International and Cross-Cultural Research	260	(1)
Summary	261	(2)
References	263	(38)
Author Index	301	(12)
Subject Index	313	(6)
About the Author	319