Comparative and Multinational ManagementAn introduction to the important issues and concepts of comparative management that focuses on the organizational behavior variables across cultures and shows how these variables affect management practices in different countries. This book is divided into three sections: cultural differences, attitudinal and behavior differences across cultures, and cross cultural considerations for the multinational corporation. Includes case studies to illustrate cross cultural concepts. |
Contents
BACKGROUND CONSIDERATIONS | 1 |
Chapter | 17 |
Methodological Issues in CrossCultural Management | 39 |
Copyright | |
18 other sections not shown
Common terms and phrases
achievement agerial American analysis assignment attitudes behavior Bougainville Business International Corporation CanRoy cluster communication conflict consider coordination corporate cross-cultural decision developing countries dimensions division economic effective employees environment environmental ethnocentric European example executives expatriate factors firms foreign function Germany global goals Hofstede host country impact important increased individual industrial influence international business investment issues Japan Japanese joint venture Kush Latin Latin America leadership managerial managers matrix ment Miranda MLTO MNCs motivation multinational multinational corporations needs operations organization organizational structure orientation overseas personnel planning Polaroid policies political power distance problems profit programs regional relations relationship reported responsibility result Review role Ronen Sekaran smallest space analysis social sogo shosha Source South Africa strategy studies style subordinates subsidiaries Sweden theory tion tional uncertainty avoidance United values variables workers worldwide