Managing Across Cultures
Financial Times Prentice Hall, 2003 - Business & Economics - 330 pages
As more and more companies have a global reach, managing cultural differences is increasingly a part of every job. This book demonstrates how culture affects management practice, from organizational structure to strategy and human resource management. Drawing upon evidence from the authors' research, it encourages managers to reconsider, explore and transfer alternative practices across national boundaries. As well as providing an insight into other cultures, it will also provide readers with an increased awareness of their own culture. In the second edition of this book, work has been developed on the impact of national culture on effective management and of utilizing differences to create competitive advantage. Using tools of observation, questioning and interpretation, the book challenges assumptions and encourages critical reflection on the influences of culture in business.
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PART ONE THE MEANING OF CULTURE
Interacting spheres of culture
11 other sections not shown
Other editions - View all
Academy of Management adaptation American managers approach Asian assumptions regarding bank behavior beliefs Bertelsmann boss British challenge companies competitive advantage considered corporate culture countries create cultural assumptions cultural differences decision-making decisions different cultures dimensions discussion diversity economic employees environment ethical Europe European managers example executives expatriates expected experience firms foreign formal France French functional German global grandes ecoles Harvard Business Harvard Business Review hierarchy Human Resource Management IKEA important individual industry influence INSEAD integration interaction International Herald Tribune international managers internationalization Japan Japanese joint ventures learning McDonald's means MNCs multicultural teams multinational national culture nature organization organizational perceived percent polychronic potential power distance practices problems profit relationships responsibility role shared social Strategic Management strategy structure subsidiaries task team members top management tural uncertainty uncertainty avoidance underlying United values versus virtual teams