Management Across Cultures: Challenges and Strategies

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  • Edition: 1st
  • Format: Hardcover
  • Copyright: 2010-03-22
  • Publisher: Cambridge University Press
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Management practices and processes frequently differ across national and regional boundaries. What may be acceptable managerial behaviour in one culture may be counterproductive or even unacceptable in another. As managers increasingly find themselves working across cultures, the need to understand these differences has become increasingly important. This book examines why these differences exist and how global managers can develop strategies and tactics to deal with them. Key features: Draws on recent research in anthropology, psychology, and management, to explain the cultural and psychological underpinnings that shape managerial attitudes and behaviours Introduces a learning model to guide in the intellectual and practical development of managers seeking enhanced global expertise Offers user-friendly conceptual models to guide understanding and exploration of topics Summarizes and integrates the lessons learned in each chapter in applications-oriented 'Manager's Notebooks' A companion website featuring course outlines, slides, and case studies is available at www.cambridge.org/management_across_cultures.

Author Biography

Richard M. Steers is Professor of Organization and Management in the Lundquist College of Business, University of Oregon, USA. Carlos J. Sanchez-Runde is Professor of People Management at IESE Business School, Barcelona, Spain. Luciara Nardon is Assistant Professor of International Business at the Sprott School of Business, Carleton University, Canada.

Table of Contents

List of exhibitsp. viii
Prefacep. xiii
Global realities and management challengesp. 1
Globalization, change, and competitivenessp. 3
The new global realitiesp. 12
Challenges facing global managersp. 17
Developing global management skillsp. 24
Traditional views of managementp. 26
Global managers: variety of the speciesp. 28
Rethinking managerial rolesp. 35
Rethinking managerial skillsp. 36
Manager's Notebook: Developing global management skillsp. 39
Culture, values, and worldviewsp. 45
Culture, socialization, and normative behaviorp. 49
Core cultural dimensions: a starting pointp. 55
Regional trends and cultural differencesp. 64
Digging deeper: cultural complexities and contradictionsp. 66
Manager's Notebook: Culture, values, and worldviewsp. 76
Inside the managerial mind: culture, cognition, and actionp. 85
Culture, cognition, and managerial action: a modelp. 88
Patterns of managerial thinkingp. 91
The geography of thoughtp. 96
Culture and the managerial rolep. 102
Management patterns across culturesp. 106
Are management patterns converging?p. 115
Manager's Notebook: Inside the managerial mindp. 118
Inside the organizational mind: stakeholders, strategies, and decision makingp. 126
Stakeholders and strategic choice: a modelp. 128
The strategy-structure nexusp. 134
Organizational decision making: a modelp. 137
Decision strategies across culturesp. 139
Manager's Notebook: Inside the organizational mindp. 149
Organizing frameworks: a comparative assessmentp. 155
Culture and organization design: a modelp. 157
US corporationsp. 159
Japanese kaisha and keiretsup. 165
Chinese gong-sip. 175
German konzernp. 181
Mexican grupop. 186
Manager's Notebook: Organizing frameworksp. 193
Communication across culturesp. 199
Eye of the beholderp. 201
Culture and communication: a modelp. 202
Language, logic, and communicationp. 204
Lingua franca and message comprehensionp. 210
Cross-cultural communication strategiesp. 214
Communication on the flyp. 228
Manager's Notebook: Communication across culturesp. 232
Leadership and global teamsp. 241
The meaning of leadershipp. 245
GLOBE leadership studyp. 253
Culture and leadership: a modelp. 256
Global teamsp. 261
Working with global teamsp. 262
Manager's Notebook: Leadership and global teamsp. 270
Culture, work, and motivationp. 279
The world of workp. 284
Work and leisurep. 290
Culture, motivation, and work behavior: a modelp. 292
Culture and the psychology of workp. 295
Incentives and rewards across culturesp. 299
Manager's Notebook: Culture, work, and motivationp. 310
Negotiation and global partnershipsp. 317
Seeking common causep. 321
Culture and negotiation: a modelp. 328
The negotiation process: strategies, concessions, and contractsp. 330
Negotiation patterns across culturesp. 337
Building global partnershipsp. 342
Managing global partnershipsp. 346
Manager's Notebook: Negotiation and global partnershipsp. 350
Managing in an imperfect worldp. 363
Rules of the gamep. 364
Bases of cross-cultural conflictsp. 367
Ethics, laws, and social control: a modelp. 373
Ethical conflicts and challengesp. 374
Institutional conflicts and challengesp. 384
Manager's Notebook: Managing in an imperfect worldp. 395
Epilogue: the journey continuesp. 404
Learning from the pastp. 405
Looking to the futurep. 407
Models of national culturesp. 411
OECD guidelines for global managersp. 421
Indexp. 430
Table of Contents provided by Ingram. All Rights Reserved.

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