Previous ed.: 2010. Includes bibliographical references and index.

Machine generated contents note: pt. 1 SETTING THE SCENE
ch. 1 Introduction
1.1.Cross-cultural management as an everyday activity
1.2.Benefits of successful cross-cultural management
1.3.The centrality of ethics
1.4.A multilayered subject area
1.5.An emerging area
1.6.Non-cultural explanations
1.7.A changing world
1.8.The organisation of this book
pt. 2 CULTURE
USES AND LIMITATIONS
ch. 2 The Meaning(s) of Culture
2.1.Introduction
2.2.Defining culture: values, attitudes and behaviour
2.3.Defining culture: context and communication
2.4.Levels of analysis
2.5.National culture and other cultural layers
2.6.Dealing with the ecological fallacy
2.7.Culture change
2.8.Convergence and divergence
2.9.Interpreting culture profiles
2.10.Is national culture still meaningful?
2.11.Organisational culture
2.12.National and organisational culture: similarities
2.13.Linking the macro and micro levels
Contents note continued: 2.14.Non-cultural explanations
2.15.Conclusions
ch. 3 Models of Culture: Traditional Approaches
3.1.Introduction
3.2.Project GLOBE: tracing the bloodline
3.3.Geert Hofstede's pivotal contribution
3.4.The Chinese value survey and the fifth dimension
3.5.Hofstede's later work
3.6.Utilising Hofstede's model of culture
3.7.Criticisms of Hofstede's work
3.8.At the core of cross-cultural studies: Kluckhohn and Strodtbeck's work
3.9.Fons Trompenaars' 7-d model: practical steps for doing business
3.10.Evaluating Trompenaars' work
3.11.Shalom Schwartz's universal values model
3.12.A potentially valuable departure
3.13.Cultural differences in communication style
3.14.Reviewing Hall's work: recent developments
3.15.Conclusion
ch. 4 Models of Culture: Developments and Debates
4.1.Introduction
4.2.Non-cultural explanations
4.3.Convergence, divergence, globalisation and cross-cultural management
Contents note continued: 4.4.A new domestic stage for cross-cultural management?
4.5.Evaluating bipolar value-based models of culture
4.6.Understanding cultures in their own terms
4.7.An example of the emic approach
guanxi
4.8.A time for new research methods?
4.9.Senior managers as the object of study?
4.10.Some emerging theoretical approaches
4.11.What makes us different and similar? A new
interpretation
4.12.Conclusion
pt. 3 CROSS-CULTURAL SOCIAL RELATIONS IN THE WORKPLACE
ch. 5 Culture and Organisation Structure
5.1.Introduction
5.2.What is organisation structure?
5.3.Classical models of structure
5.4.The Chinese small business model
5.5.Alternatives to bureaucracy
adapting to `contingencies'
5.6.Contingent factors
5.7.Culture and the contingency approach
5.8.The institutional level
5.9.Do cultural values underlie organisation structure?
5.10.Contemporary and emerging structures
Contents note continued: 5.11.Conclusion: culture and structure
a complex area
ch. 6 Intercultural Communication and Negotiation
6.1.Introduction
6.2.The need for awareness
6.3.Stereotyping revisited
6.4.Other barriers to intercultural communication
6.5.Mixed messages and non-verbal communication
6.6.Enhancing intercultural communication
6.7.Cross-cultural theory and communication
6.8.The crucial contribution of Hall's low- and high-context model
6.9.Chinese culture
6.10.Levels of communication
6.11.Conclusion
ch. 7 Leadership and Multicultural Teams
7.1.Introduction
7.2.The traits approach
7.3.The behavioural approach
7.4.Implicit leadership theories
7.5.The contingency approach
7.6.Project GLOBE
7.7.Evaluation of Project GLOBE
7.8.The institutional level
7.9.Gender, culture and leadership
7.10.Emerging twenty-first-century approaches to leadership
7.11.Leading multicultural teams
7.12.Conclusion
Contents note continued: ch. 8 Motivation and Exchange in a Cross-Cultural Context
8.1.Introduction
8.2.Universal needs?
8.3.Self-actualisers?
8.4.Is the content approach to motivation culture-bound?
8.5.Positive psychology and engagement
8.6.Job characteristics: a universal link to motivation?
8.7.Total quality management
8.8.Needs and job characteristics models in different cultures
some evidence
8.9.How are people motivated? Orientations to work across cultures
8.10.Other `process' models of motivation
8.11.Globalised motivational strategies
8.12.Conclusion
pt. 4 MANAGING ACROSS OR WITH IN CULTURES
ch. 9 Intercultural Competencies, Training and Ethics
9.1.Introduction
9.2.Overcoming culture shock
the core intercultural competency?
9.3.The search for effective interventions
9.4.Intercultural competencies at home
9.5.Is cultural awareness sufficient?
9.6.Cultural intelligence
Contents note continued: 9.7.Cultural competencies
review
9.8.Cross-cultural training
other considerations
9.9.The effectiveness of cross-cultural training
9.10.Repatriation
9.11.The ethical dimension
9.12.Ethics and the cross-cultural manager
9.13.Gender issues and ethics
9.14.Dealing with ethical dilemmas
9.15.Non-negotiable moral issues
9.16.Conclusion
ch. 10 Culture and Human Resource Management
10.1.Introduction
10.2.IHRM in context
10.3.Varieties of capitalism
10.4.Culture and HRM
10.5.Culture and the functional areas of HRM
10.6.The effect of culture
a mixed picture?
pt. 5 LOOKING TO THE FUTURE
ch. 11 Conclusions
11.1.Comparing cultures
enduring evidence
11.2.Cultural values
some further considerations
11.3.Macro-social manifestations of culture
11.4.New approaches to understanding culture
11.5.Cross-cultural management in `new' forms of organisation
Contents note continued: 11.6.Diversity and synergy
the future of cross-cultural management
11.7.Non-managerial approaches
11.8.Universalism or relativism?
11.9.Continuous change.

This title offers up-to-date and comprehensive coverage of cross-cultural social relations in the work setting, and provides an evaluation of existing and emerging frameworks for understanding cross-cultural differences.The book's international scope will be strengthened through the use of new case studies and examples taken from all regions of the world.Changes for the 2nd edition: Greater stress on emerging issues and frameworks underlying the study of culture; for example the role of language, diversity management and the concept of identity. Greater emphasis on cross-cultural negotiation and intercultural team-building. More on the 'Stress and Coping Approach'. More corporate examples to stress the topicality of the subject area. New learning features: 'applying theory to practice' boxes and review questions. Improved web site with annotated web links and self- assessment exercises for students, and PowerPoint slides, class exercises and additional case studies for lecturers.

MGMT978