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Full Description
Drawing on thirty years of empirical research, this book reveals the diversity of managerial practices that may be observed throughout the world, even in places where companies are using management methods that appear identical. Using data from over fifty countries, it presents a new theoretical approach to cultural diversity whereby culture is considered a filter through which people understand reality and give it meaning. This interpretative perspective reminds us that interactions within organizational contexts are primarily social, and thus conceived differently from one culture to another. This is fundamental to our understanding of the challenges of globalization and the powerful forces that foster the international homogenization of management practices.
Leadership, decision-making, customer relations, ethics and corporate social responsibility, and interpersonal and corporate communication are just some aspects of management underpinned and influenced by cultural variation. In response to this intellectual and practical challenge this book provides methodological guidelines to enable researchers and practitioners to engage in an alternative approach to cross-cultural management.
Contents
Introduction: The Need for a New Approach to Culture in Organizations
Part I: Universal Management Utopia
1: The Cultural Roots of American Management
2: American Management Put to the Test
3: Theorising National Cultures
Part II: Management Fundamentals and Culture
4: Leadership
5: Procedures and Control
6: Decision Making
7: Industrial Relations
8: Customer Relations
9: Ethics and Corporate Social Responsibility
Part III: Rethinking Intercultural Relations
10: Interpersonal Communication
11: Corporate Communication
12: Intercultural Team Challenges
Part IV: For a Productive Use of the Interpretative Approach
13: A Company Odyssey in the South
14: Transferring Management Practices
15: Efficient Multicultural Teams
16: Guidelines for Deciphering Cultures
Conclusion: Making the Most of Culture Understanding
