This new edition of the bestselling textbook, Managing Cultural Differences, guides students and practitioners to an understanding of how to do business internationally, providing practical advice on how competitive advantage can be gained through effective cross-cultural management.
This new edition of the bestselling textbook, Managing Cultural Differences, guides students and practitioners to an understanding of how to do business internationally, providing practical advice on how competitive advantage can be gained through effective cross-cultural management.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Robert T. Moran is Professor Emeritus of International Management at Thunderbird School of Global Management, USA. Neil Remington Abramson is Professor of International Strategy (ret.) at the Beedie School of Business, Simon Fraser University, Vancouver, Canada. Anthony Chan is Senior Lecturer of Strategy, Innovation, and Technology at the Beedie School of Business, Simon Fraser University. Marie-Marguerite Sabongui is a public engagement strategy consultant and facilitator. She facilitates organizational strategy development with groups around the world and develops narrative strategy with international Fortune 500 companies, philanthropic actors, and nonprofits.
Inhaltsangabe
Table of Contents: Preface Introduction 1. Global Leadership Skills, Culture and a Changing World 2. Global Leaders and Intercultural Communication 3. Managing Technology as a Facilitator of Cross-Cultural Collaboration 4. Negotiating for Mutual Benefit 5. Women and Minority Leaders in Global Business 6. Global Leaders Leading Culturally Diverse Organizations 7. Lessons for Global Leaders 8. Global or Same-Culture Teams? Colocated or Virtual? 9. Ethics in Business 10. Experiencing Global Transitions and Relocations 11. Global Leaders as Strategists: Prudent Planning, Courageous Action 12. Global Leaders as Psychologists 13. Doing Business in Latin America 14. Doing Business in the Middle East 15. Doing Business in Asia 16. Doing Business in Europe: Great Britain, Ireland, France, Germany and Italy 17. Doing Business in Africa 18. Doing Business in the US and Canada
Table of Contents: Preface Introduction 1. Global Leadership Skills, Culture and a Changing World 2. Global Leaders and Intercultural Communication 3. Managing Technology as a Facilitator of Cross-Cultural Collaboration 4. Negotiating for Mutual Benefit 5. Women and Minority Leaders in Global Business 6. Global Leaders Leading Culturally Diverse Organizations 7. Lessons for Global Leaders 8. Global or Same-Culture Teams? Colocated or Virtual? 9. Ethics in Business 10. Experiencing Global Transitions and Relocations 11. Global Leaders as Strategists: Prudent Planning, Courageous Action 12. Global Leaders as Psychologists 13. Doing Business in Latin America 14. Doing Business in the Middle East 15. Doing Business in Asia 16. Doing Business in Europe: Great Britain, Ireland, France, Germany and Italy 17. Doing Business in Africa 18. Doing Business in the US and Canada
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