Readings and Cases in International Management: A Cross-Cultural Perspective

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Juni 2003



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 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 structures

Readings and Cases in International Management 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.


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


David C. Thomas (PhD, University of South Carolina) is currently the Beedie Professor of International Management at Simon Fraser University, Vancouver, Canada. He is the author of ten books, including most recently The Multicultural Mind: Unleashing the Hidden Force for Innovation in Your Organization (Berrett-Kohler Publishers). He has also authored Essentials of International Human Resource Management: Managing People Globally from SAGE Publications (with Mila B. Lazarova) and the best selling Cultural Intelligence: People Skills for Global Business, published by Berrett-Koehler Publishers (with Kerr Inkson). With Peter B. Smith and Mark F. Peterson he published the Handbook of Cross-Cultural Management Research from SAGE Publications. His research on cross-cultural interactions in organizational settings has appeared in numerous journals. He is a past Area Editor for the Journal of International Business Studies and currently serves on the editorial boards of the Journal of Organizational Behavior, Advances in Global Leadership and European Journal of Cross-Cultural Competence and Management.
His previous academic postings have included positions at the Pennsylvania State University, the University of Auckland, New Zealand, where he was also Director of the Master of International Business Program, and The Australian Graduate School of Management (AGSM) Sydney, Australia. He has held visiting positions at the Chinese University of Hong Kong, the University of Hawaii, Massey University, New Zealand, ESCEM, Tours, France, and Koç University, Istanbul, Turkey. In addition to teaching at both the undergraduate and the postgraduate level, Dr. Thomas has developed executive education programs in Australia, New Zealand, Canada, and the United States and has served as a consultant to numerous multinational firms and government agencies. When not writing or teaching he can most likely be found scraping or varnishing or sometimes sailing his 1984 Hans Christian cutter, "Clovelly".

EAN: 9780761926375
ISBN: 0761926372
Untertitel: New. Sprache: Englisch.
Erscheinungsdatum: Juni 2003
Seitenanzahl: 400 Seiten
Format: kartoniert
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