Managing Across Cultures
Námskeið
- VIÐ512G Viðskipti og alþjóðasamskipti
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Ensk lýsing:
As more and more companies gain a global reach, managing cultural differences is an increasingly important part of every job. This book demonstrates how culture affects management practice, from organisational 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, this text provides readers with an increased awareness of their own. The third edition of this book serves to expand the discussion of the impact of culture on effective management and on utilising differences to create competitive advantage. Employing tools of observation, questioning and interpretation, the book challenges assumptions and encourages critical reflection on the influences of culture in business.
Managing Across Cultures will appeal to both managers and executives working within an international business environment, as well as to students on a growing number of MBA and other undergraduate, postgraduate and post-experience courses. Key features · New and updated examples interspersed throughout the chapters · Strong theoretical foundations are linked to highly practical application · Expanded coverage of geographical perspectives – especially from the powerful emerging economies · Focus on the emergence of diversity as a strategic priority · Exploration of the impact of culture on ‘virtual teams’ · Improved design, layout and ‘sign-posting’ of content Susan C.
Schneider is Professor Emeritus of Human Resource Management at HEC University of Geneva, Switzerland. She has been Visiting Professor at INSEAD and ESSEC (France), NOVA University (Portugal) and Zhejiang University (China). As well as her research into cross-cultural management, she has actively worked to internationalise the ‘mindsets’ of managers and companies. Her current research focuses on diversity and corporate responsibility.
Jean-Louis Barsoux is Senior Research Fellow at IMD, Switzerland. He is the author of several books on culture and diversity in management, and has written for Harvard Business Review and Financial Times. G ü nter K. Stahl is Professor of International Management at Vienna University of Economics & Business (WU Vienna). Prior to joining WU Vienna, he served for eight years as a faculty member at INSEAD and held visiting appointments at Duke University’s Fuqua School of Business, the D'Amore-McKim School of Business at Northeastern University, the Wharton School of the University of Pennsylvania and Hitotsubashi University.
Lýsing:
As more and more companies gain a global reach, managing cultural differences is an increasingly important part of every job. This book demonstrates how culture affects management practice, from organisational 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, this text provides readers with an increased awareness of their own. The 3rd edition of this book serves to expand the discussion of the impact of culture on effective management and on utilising differences to create competitive advantage. Employing 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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Annað
- Höfundur: Susan Schneider
- Útgáfa:3
- Útgáfudagur: 2014-07-03
- Blaðsíður: 352
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- Hægt að afrita 2 bls.
- Format:Page Fidelity
- ISBN 13: 9780273780076
- Print ISBN: 9780273746324
- ISBN 10: 0273780077
Efnisyfirlit
- Cover 2
- Half title page
- Title page
- Contents
- Preface
- Acknowledgements
- Part 1: The meaning of culture
- Chapter 1: The undertow of culture
- Defining culture
- Myths of convergence
- Culture as a source of competitive advantage/disadvantage
- Recognising culture
- Chapter 2: Discovering culture
- The search for meaning
- Artefacts and behaviour
- Beliefs and values
- Basic assumptions
- Interpreting patterns of culture
- Chapter 3: Interacting spheres of culture
- Cultural spheres of influence
- Creating competitive advantage
- Chapter 1: The undertow of culture
- Chapter 4: Culture and organisation
- Different schools, different cultures
- Culture and structure
- Culture and processes
- Transferability of best practice? Alternative approaches
- Chapter 5: Culture and strategy
- The cultural roots of strategy
- Cultural models of strategy
- The tale of two banks
- Strategic implications of culture
- Chapter 6: Culture and human resource management
- The cultural meaning of HRM
- Choosing from the HR menu
- Making HRM meaningful across cultures
- Chapter 7: The ‘international’ manager
- The search for the global leader
- Lessons from abroad
- Factors affecting expatriate success
- Developing global competencies
- Chapter 8: The ‘multicultural’ team
- Multicultural teams: challenges and opportunities
- Managing multicultural teams
- Task strategies
- Process strategies
- Reweaving differences: Joseph’s coat
- Chapter 9: The ‘global’ organisation
- From ethnocentric to geocentric: going global
- Balancing global integration and local responsiveness
- Strategies for managing cultural differences
- Diversity as a source of competitive advantage
- Creating opportunities for learning
- Le défi: the global challenge
- Chapter 10: Citizens of the world: on the road to responsible leadership
- Why firms exist
- Making economic versus moral sense
- The globalisation imperative
- What is corruption?
- The quest for global citizenship
- Strategies for implementing corporate responsibility
- Becoming global citizens: the role of managers and companies
- Towards a global civilisation
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- Gerð : 208
- Höfundur : 5628
- Útgáfuár : 2014
- Leyfi : 380