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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
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Searching... | 30000010080713 | HD62.4 T56 2003 | Open Access Book | Book | Searching... |
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Summary
Summary
Rapid changes in management worldwide have clearly challenged the ability of academics to make courses in international management relevant. One of the best ways to enrich courses is to supplement textbook material with recent articles and case studies.
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.
Designed to represent a broad geographic scope, this integrative volume includes
An explanation of how culture influences individual managers Methods to systematically describe cultural differences Fundamental principles that influence cross-cultural interactions An examination of managers as communicators, negotiators, change agents, and organization builders Procedures for designing effective organizational structuresReadings and Cases in International Management: A Cross-Cultural Perspective presents ways to maximize the positive effects of cultural diversity while minimizing the negative consequences. An index of key terms, teaching notes, and a quick reference guide are provided to facilitate learning in a seperate instructor′s manual.
Developed as a supplement for advanced international management texts, this is also an excellent primary text for courses in organizational behavior, management, and international business.
Table of Contents
Section I Management and Culture |
Reading 1.1 Global Managers: Developing a Mindset for Global CompetitivenessBen L. Kedia and Ananda Mukherji |
Reading 1.2 Cultural Constraints in Management TheoriesGeert 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 DivideRichard G. Linowes |
Reading 1.6 Beyond Sophisticated Stereotyping: Cultural Sensemaking in ContextJoyce S. Osland and Allan Bird |
Case 1.1 Merck & Company, Inc.: Having the Vision to SucceedStephanie Weiss and David Bollier |
Case 1.2 Unocal and the Yadana Gas Pipeline ProjectAnne T. Lawrence and Howard Tolley Jr. |
Case 1.3 Common Bond Values at the New Zealand Office of AT&TDeborah Shepherd |
Case 1.4 The Road to HellGareth Evans |
Case 1.5 Café Mam and ISMAMRonald Nigh and Ann D. Walsh and Dahinda Meda |
Case 1.6 Gold Star Properties: Financial CrisisJoseph J. DiStefano |
Case 1.7 Chiba International, Inc.Nina Hatvany and Vladimir Pucik |
Case 1.8 Footwear InternationalR. William Blake |
Section II Roles of the International Manager |
Reading 2.1 Values in Tension: Ethics away from HomeThomas Donaldson |
Reading 2.2 When Ethics Collide: Managing Conflicts across CulturesPaul F. Buller and John J. Kohls and Kenneth S. Anderson |
Reading 2.3 Key Concepts: Underlying Structures of CultureEdward T. Hall and Mildred Reed Hall |
Reading 2.4 Negotiating with the Chinese: A Socio-Cultural AnalysisPervez Ghauri and Tony Fang |
Reading 2.5 Understanding the Bear: A Portrait of Russian Business LeadersSheila 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 ChangeSnejina Michailova |
Case 2.1 Nike's Dispute with the University of OregonRebecca J. Morris and Anne T. Lawrence |
Case 2.2 How Much Sleaze is Too Much?Asbjorn Osland |
Case 2.3 Moto: Coming to AmericaPatricia Gercik |
Case 2.4 Negotiating across the PacificXiaohua Lin and Jian Guan |
Case 2.5 Consolidated Engineering Co. Goes to ChinaTravis Maples and Penelope B. Prime |
Case 2.6 Kiwi Samurai: The Secure Fit Industries in JapanDavid 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 FutureAnthony M. Townsend and 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 ContextsCristina B. Gibson and Mary E. Zellmer-Bruhn |
Reading 3.3 End Games in International AlliancesManuel G. Serapio Jr. and Wayne F. Cascio |
Reading 3.4 Same Bed, Different Dreams: Working Relationships in Sino-American Joint VenturesJames P. Walsh and ErPing Wang and Katherine R. Xin |
Reading 3.5 The Contemporary International Assignment: A Look at the OptionsGlenn M. McEvoy and Barbara Parker |
Reading 3.6 Expatriate Assignments Versus Overseas Experience: Contrasting Models of International Human Resource DevelopmentKerr Inkson and Michael B. Arthur and 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 SingaporeAnne Marie Francesco |
Case 3.4 The Role of the Area ManagerAsbjorn Osland |
Case 3.5 Catskill RoadsJ. Bonner Ritchie and Alan Hawkins |
Case 3.6 Andreas Weber's Reward for Success in an Expatriate Assignment - a Return to an Uncertain FutureGünter K. Stahl and Mark E. Mendenhall |