Readings and Cases in International Management: A Cross-Cultural Perspective is a compilation of contemporary readings and case studies that focus on managing global organizations. Intended as a companion to editor David C. Thomas' Essentials of International Management: A Cross-Cultural Perspective (SAGE, 2001), great care has been taken to select readings that do not duplicate, but supplement, material typically contained in texts on this topic. The readings and cases in this book are organized around three major themes: the basis for understanding the influence of culture on international…mehr
Readings and Cases in International Management: A Cross-Cultural Perspective is a compilation of contemporary readings and case studies that focus on managing global organizations. Intended as a companion to editor David C. Thomas' Essentials of International Management: A Cross-Cultural Perspective (SAGE, 2001), great care has been taken to select readings that do not duplicate, but supplement, material typically contained in texts on this topic. The readings and cases in this book are organized around three major themes: the basis for understanding the influence of culture on international management, the key roles that international managers play, and the important challenges that these managers face.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
David C. Thomas is the Beedie Professor of International Management at Simon Fraser University. He is the author or coauthor of ten books, including the award - winning Cross - Cultural Management.
Inhaltsangabe
Section I. Management and Culture Reading 1.1 Global Managers: Developing a Mindset for Global Competitiveness - Ben L. Kedia and Ananda Mukherji Reading 1.2 Cultural Constraints in Management Theories - Geert Hofstede Reading 1.3 Whatever Happened to Masculinity and Femininity? - Geert Hofstede Reading 1.4 Building Competitive Advantage from Ubuntu: Management Lessons from South Africa. - Mzamo P. Mangaliso Reading 1.5 The Japanese Manager s Traumatic Entry into the United States: Understanding the American-Japanese Cultural Divide - Richard G. Linowes Reading 1.6 Beyond Sophisticated Stereotyping: Cultural Sensemaking in Context - Joyce S. Osland and Allan Bird Case 1.1 Merck & Company, Inc.: Having the Vision to Succeed - Stephanie Weiss and David Bollier Case 1.2 Unocal and the Yadana Gas Pipeline Project - Anne T. Lawrence and Howard Tolley Jr. Case 1.3 Common Bond Values at the New Zealand Office of AT&T - Deborah Shepherd Case 1.4 The Road to Hell - Gareth Evans Case 1.5 Café Mam and ISMAM - Ronald Nigh, Ann D. Walsh, and Dahinda Meda Case 1.6 Gold Star Properties: Financial Crisis - Joseph J. DiStefano Case 1.7 Chiba International, Inc. - Nina Hatvany and Vladimir Pucik Case 1.8 Footwear International - R. William Blake Section II. Roles of the International Manager Reading 2.1 Values in Tension: Ethics away from Home - Thomas Donaldson Reading 2.2 When Ethics Collide: Managing Conflicts across Cultures - Paul F. Buller, John J. Kohls, and Kenneth S. Anderson Reading 2.3 Key Concepts: Underlying Structures of Culture - Edward T. Hall and Mildred Reed Hall Reading 2.4 Negotiating with the Chinese: A Socio-Cultural Analysis - Pervez Ghauri and Tony Fang Reading 2.5 Understanding the Bear: A Portrait of Russian Business Leaders - Sheila M. Puffer Reading 2.6 Contrasts in Culture: Russian and Western Perspectives on Organizational Change Reading 2.6 Contrasts in Culture: Russian and Western Perspectives on Organizational Change - Snejina Michailova Case 2.1 Nike s Dispute with the University of Oregon - Rebecca J. Morris and Anne T. Lawrence Case 2.2 How Much Sleaze is Too Much? - Asbjorn Osland Case 2.3 Moto: Coming to America - Patricia Gercik Case 2.4 Negotiating across the Pacific - Xiaohua Lin and Jian Guan Case 2.5 Consolidated Engineering Co. Goes to China - Travis Maples and Penelope B. Prime Case 2.6 Kiwi Samurai: The Secure Fit Industries in Japan - David C. Thomas Case 2.7 Rus Wane Equipment: Joint Venture in Russia (A) and (B) - Stanislav V. Shekshnia and Sheila M. Puffer Section III. International Management Challenges Reading 3.1 Virtual Teams: Technology and the Workplace of the Future - Anthony M. Townsend, Samuel M. DeMarie, and Anthony R. Hendrickson Reading 3.2 Minding Your Metaphors: Applying the Concept of Teamwork Metaphors to the Management of Teams in Multicultural Contexts - Cristina B. Gibson and Mary E. Zellmer-Bruhn Reading 3.3 End Games in International Alliances - Manuel G. Serapio Jr. and Wayne F. Cascio Reading 3.4 Same Bed, Different Dreams: Working Relationships in Sino-American Joint Ventures - James P. Walsh, ErPing Wang, and Katherine R. Xin Reading 3.5 The Contemporary International Assignment: A Look at the Options - Glenn M. McEvoy and Barbara Parker Reading 3.6 Expatriate Assignments Versus Overseas Experience: Contrasting Models of International Human Resource Development - Kerr Inkson, Michael B. Arthur, Judith Pringle, and Sean Barry Case 3.1 Team Spirit at Sino-American Shanghai Squibb (SASS) - Anne Marie Francesco Case 3.2 Johannes van den Bosch Sends an Email; Johannes van den Bosch Receives a Reply. - Joseph J. DiStefano Case 3.3 Mass Merger: The Case of AON Singapore - Anne Marie Francesco Case 3.4 The Role of the Area Manager - Asbjorn Osland Case 3.5 Catskill Roads - J. Bonner Ritchie and Alan Hawkins Case 3.6 Andreas Weber s Reward for Success in an Expatriate Assignment - a Return to an Uncertain Future - Günter K. Stahl and Mark E. Mendenhall
Section I. Management and Culture Reading 1.1 Global Managers: Developing a Mindset for Global Competitiveness - Ben L. Kedia and Ananda Mukherji Reading 1.2 Cultural Constraints in Management Theories - Geert Hofstede Reading 1.3 Whatever Happened to Masculinity and Femininity? - Geert Hofstede Reading 1.4 Building Competitive Advantage from Ubuntu: Management Lessons from South Africa. - Mzamo P. Mangaliso Reading 1.5 The Japanese Manager s Traumatic Entry into the United States: Understanding the American-Japanese Cultural Divide - Richard G. Linowes Reading 1.6 Beyond Sophisticated Stereotyping: Cultural Sensemaking in Context - Joyce S. Osland and Allan Bird Case 1.1 Merck & Company, Inc.: Having the Vision to Succeed - Stephanie Weiss and David Bollier Case 1.2 Unocal and the Yadana Gas Pipeline Project - Anne T. Lawrence and Howard Tolley Jr. Case 1.3 Common Bond Values at the New Zealand Office of AT&T - Deborah Shepherd Case 1.4 The Road to Hell - Gareth Evans Case 1.5 Café Mam and ISMAM - Ronald Nigh, Ann D. Walsh, and Dahinda Meda Case 1.6 Gold Star Properties: Financial Crisis - Joseph J. DiStefano Case 1.7 Chiba International, Inc. - Nina Hatvany and Vladimir Pucik Case 1.8 Footwear International - R. William Blake Section II. Roles of the International Manager Reading 2.1 Values in Tension: Ethics away from Home - Thomas Donaldson Reading 2.2 When Ethics Collide: Managing Conflicts across Cultures - Paul F. Buller, John J. Kohls, and Kenneth S. Anderson Reading 2.3 Key Concepts: Underlying Structures of Culture - Edward T. Hall and Mildred Reed Hall Reading 2.4 Negotiating with the Chinese: A Socio-Cultural Analysis - Pervez Ghauri and Tony Fang Reading 2.5 Understanding the Bear: A Portrait of Russian Business Leaders - Sheila M. Puffer Reading 2.6 Contrasts in Culture: Russian and Western Perspectives on Organizational Change Reading 2.6 Contrasts in Culture: Russian and Western Perspectives on Organizational Change - Snejina Michailova Case 2.1 Nike s Dispute with the University of Oregon - Rebecca J. Morris and Anne T. Lawrence Case 2.2 How Much Sleaze is Too Much? - Asbjorn Osland Case 2.3 Moto: Coming to America - Patricia Gercik Case 2.4 Negotiating across the Pacific - Xiaohua Lin and Jian Guan Case 2.5 Consolidated Engineering Co. Goes to China - Travis Maples and Penelope B. Prime Case 2.6 Kiwi Samurai: The Secure Fit Industries in Japan - David C. Thomas Case 2.7 Rus Wane Equipment: Joint Venture in Russia (A) and (B) - Stanislav V. Shekshnia and Sheila M. Puffer Section III. International Management Challenges Reading 3.1 Virtual Teams: Technology and the Workplace of the Future - Anthony M. Townsend, Samuel M. DeMarie, and Anthony R. Hendrickson Reading 3.2 Minding Your Metaphors: Applying the Concept of Teamwork Metaphors to the Management of Teams in Multicultural Contexts - Cristina B. Gibson and Mary E. Zellmer-Bruhn Reading 3.3 End Games in International Alliances - Manuel G. Serapio Jr. and Wayne F. Cascio Reading 3.4 Same Bed, Different Dreams: Working Relationships in Sino-American Joint Ventures - James P. Walsh, ErPing Wang, and Katherine R. Xin Reading 3.5 The Contemporary International Assignment: A Look at the Options - Glenn M. McEvoy and Barbara Parker Reading 3.6 Expatriate Assignments Versus Overseas Experience: Contrasting Models of International Human Resource Development - Kerr Inkson, Michael B. Arthur, Judith Pringle, and Sean Barry Case 3.1 Team Spirit at Sino-American Shanghai Squibb (SASS) - Anne Marie Francesco Case 3.2 Johannes van den Bosch Sends an Email; Johannes van den Bosch Receives a Reply. - Joseph J. DiStefano Case 3.3 Mass Merger: The Case of AON Singapore - Anne Marie Francesco Case 3.4 The Role of the Area Manager - Asbjorn Osland Case 3.5 Catskill Roads - J. Bonner Ritchie and Alan Hawkins Case 3.6 Andreas Weber s Reward for Success in an Expatriate Assignment - a Return to an Uncertain Future - Günter K. Stahl and Mark E. Mendenhall
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