Managing across cultures /
| Main Author: | |
|---|---|
| Other Authors: | |
| Format: | Book |
| Language: | English |
| Published: |
Harlow, England ; New York :
Financial Times Prentice Hall,
2003.
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| Edition: | 2nd ed. |
| Subjects: | |
| Online Access: | Table of contents Table of contents |
Table of Contents:
- The Meaning of Culture
- The undertow of culture
- Converging cultures?
- Culture as a source of competitive advantage/disadvantage
- Recognizing culture
- Discovering cultural advantage
- Exploring culture
- The search for meaning
- Artifacts and behavior
- Beliefs and values
- Interpreting patterns of culture
- Interacting spheres of culture
- Cultural spheres of influence
- Creating competitive advantage: interacting spheres
- Culture and Management Practice
- Culture and organization
- Different schools, different cultures
- Culture and structure
- Culture and processes
- Transferability of best practice? Alternative approaches
- Culture and strategy
- The cultural roots of strategy
- Cultural models of strategy
- The tale of two banks
- Interaction effects
- Strategic implications of culture
- Internationalization
- the role of national culture
- Culture and human resource management
- The cultural meaning of HRM
- Choosing from the HR menu
- Making HRM meaningful across cultures
- Questions to ask
- Managing Cultural Differences
- The 'international' manager
- Lessons from abroad
- Competencies for managing internationally
- Developing cultural competencies
- Personal strategies for managing across cultures
- Suggestions for managing differences
- The 'multicultural' team
- Why multicultural teams?
- Task strategies
- Process strategies
- Reweaving differences: Joseph's coat
- Suggestions for managers
- Questions to ask
- Virtual teams
- The 'global' organization.