Doing Business Internationally: The Guide to Cross-cultural Success
Irwin Professional Pub., 1995 - Industrial management - 282 pages
Offering profitable insights into working with and managing people in global organizations, Doing Business Internationally provides guidelines for developing a solid grounding in cross-cultural competence. Starting with an overview of six cultural regions in the world-Africa, Asia, Latin America, Europe, the Middle East, and North America--the authors build the framework for organizing cross-cultural experiences and identifying and working with key principles of communication and negotiation across cultural lines. Doing Business Internationally identifies the dynamics and scope of today's global workforce--and defines the core success factors for managing effectively in the global environment. This guide includes all the information necessary to: analyze key global trends and their impact on current business practices; recognize the impact of cultural differences on business practices; adapt key business skills to achieve better results when working with different cultures; identify the critical success factors needed by managers operating across borders.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Stages of Global Business Development
A Model of Key Cultural Orientations
What Else Do You Need to Know about Culture?
19 other sections not shown
Other editions - View all
adapt Africa agreement American Asea Brown Boveri Asia Asian behavior beneﬁts Business Internationally communication company’s competence competitive advantage concem conﬂict context corporate culture countries Coursebook Princeton cross-cultural Cultural Challenges cultural differences cultural orientations customers decision deﬁned difﬁcult Eastem economic Economist Intelligence Unit employees environment ethnocentric Europe European example factors ﬁnd ﬁrms ﬁrst ﬁt ﬁve ﬂexible ﬂow focus foreign Geert Hofstede global business global company global manager govemment guidelines human resources identiﬁes impact individual inﬂuence intemational issues Japan Japanese Latin America leaming London Business School Management Corporation TMC Manager’s marketplace Middle East mindset Motorola multicultural negotiation ofﬁce one’s organization organizational pattems perceived reﬂect region relationships responsibilities Rhinesmith salesperson Seminar and Coursebook signiﬁcant skills speciﬁc strategy stress structure success Taoism tend thinking tion today’s Training Management Corporation understanding United value orientations Westem