Managing Across Cultures

Description

Features

• Solid theoretical framework thoroughly integrated with research - provides students with invaluable insight into application in the real world.
• Provides a framework for analyzing national culture which can also be applied to other cultural spheres - regional, industry, corporate and functional/professional - providing students with an understanding of how any business encounter represents the interaction of several cultural spheres.
• Examines the impact of culture on a variety of management practices including HRM, organisational structure and strategy - provides students with an broad understanding of how culture can impact on a variety of different management functions.
• Management of cultural differences - tackles, in depth, the issues involved in designing strategies to manage cultural differences from three perspectives: the individual manager, the multicultural team and the global organisation; reflecting both the small-scale and large-scale management of cultural differences.
• Global case studies integrated throughout the text and an abundance of examples from Europe, Japan and the US help students understand the impact of cultural differences on management in international firms.
• Solid pedagogical framework - including cartoons and figures - to help guide and stimulate learning.

New to this Edition

Table of Contents

PART ONE: THE MEANING OF CULTURE
1 The undertow of culture
2 Exploring culture
3 Interacting spheres of culture
PART TWO: CULTURE AND MANAGEMENT PRACTICE
4 Culture and organization
5 Culture and strategy
6 Culture and human resource management
PART THREE: MANAGING CULTURAL DIFFERENCES
7 The “international” manager
8 The “multicultural” team
9 The “global” organization
10 Citizens of the world: business ethics and social responsibility

Back Cover

Managing Across Cultures

Susan C. Schneider and Jean-Louis Barsoux

As more and more companies have a global reach, managing cultural differences is increasingly a part of every job. This book demonstrates how culture affects management practice, from organizational 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, it will also provide readers with an increased awareness of their own culture.

In the second edition of this book, work has been developed on the impact of national culture on effective management and of utilizing differences to create competitive advantage. Using tools of observation, questioning and interpretation, the book challenges assumptions and encourages critical reflection on the influences of culture in business.

Key features:

• New and updated case studies and examples interspersed throughout

• Strong theoretical foundations are linked to highly practical application

• Expanded coverage of geographical perspectives and 'virtual teams'

• Improved design, layout and 'sign-posting' of content

will appeal both to managers and executives working in an international business environment, as well as to students on a growing number of MBA and other undergraduate, postgraduate and post-experience courses.

Jean-Louis Barsoux is Senior Research Fellow at INSEAD, France. He is the author of several books on culture and diversity in management, and has written for Harvard Business Review and the Financial Times.