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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
Contents:
Preface
Acknowledgements
PART 1: THE MEANING OF CULTURE
1 The undertow of culture
2 Discovering culture
3 Interacting spheres of culture
PART 2: CULTURE AND MANAGEMENT PRACTICE
4 Culture and organisation
5 Culture and strategy
6 Culture and human resource management
PART 3: MANAGING CULTURAL DIFFERENCES
7 The 'international' manager
8 The 'multicultural' team
9 The 'global' organisation
10 Citizens of the world: on the road to responsible leadership
Index
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