http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
"The cross-cultural management literature is still dominated by the quantitative approach to cultures which made the research field popular in the early 1980's. While the hegemony of this approach was being consolidated, a French research group, Gestion & Société, led by Philippe d'Iribarne, was conducting alternative research. Over the past thirty years, the team has carried out investigations in over fifty countries, collecting data from a large sample of companies concerned with making the most of the cultures with which they were dealing. This book provides an overview of the lessons learnt from thirty years of empirical research and of the refinements of a new theoretical approach to national cultures which challenges the mainstream ones. It introduces an interpretative approach to culture considered as a filter through which people understand reality and give it meaning. Throughout the world, employees confer different meanings on the daily situations arising from companies' operations such as being subject to the authority of a manager, responding to requests from a client, or having one's work monitored. All interactions within organisational contexts are underpinned by social relations which make sense in different cultural universes of meaning. Drawing upon this interpretative perspective, the book covers the main management issues: leadership, procedures implementation and control, decision-making, industrial relations, customer relations, ethics and corporate social responsibility, interpersonal and corporate communication, multicultural teams, and international transfers of management practices. Finally, the book provides methodological guidelines to enable researchers and practitioners to engage in this alternative approach"--
Cover -- Cross-Cultural Management Revisited: A Qualitative Approach -- Copyright -- Contents -- Acknowledgements -- List of Tables and Boxes -- List of Abbreviations -- Introduction: The Need for a New Approach to Culture in Organizations -- A Denial of Reality -- Why Revisit the Theories Concerning Culture? -- Our Approach -- A Publication Informed by our Research Results -- A Prominent Place to the Formulations of Stakeholders -- Organization of the Publication -- Who is this Publication Intended For? -- PART I: UNIVERSAL MANAGEMENT UTOPIA -- 1: The Cultural Roots of American Management
1.1 A Cultural Inspiration that Spans Generations -- 1.1.1 At the Roots of Management by Objectives -- 1.1.2 A Plant in Maryland in the Mid-1980s -- 1.1.3 Managerial Innovations Confirming Cultural Continuity -- 1.2 The Deep Roots of American Management -- 1.2.1 Supposedly Universal Characteristics Put to the Test -- 1.2.2 Management is Embedded in Culture -- 1.3 Conclusion -- Notes -- 2: American Management Put to the Test -- 2.1 The Successful Modernization of a Tunisian Conglomerate -- 2.1.1 Mixed Initial Reactions -- 2.1.2 An Adaptation of Practices to the Local Context
2.1.3 A Resonance with Local Benchmarks: Honour and Equality -- 2.2 The Hoped Renaissance of the Parisian Metro -- 2.2.1 Mixed Reactions from Employees -- 2.2.2 An Original Interpretation of Working Relations -- 2.2.3 Possible Accommodations -- 2.3 A Vietnamese Start-up -- 2.3.1 The Local Reactions to a New Procedure -- 2.3.2 A Conflict with Local Interpretations of Managerial Roles -- 2.3.3 The Reasons for Abandonment -- 2.4 Conclusion -- Notes -- 3: Theorizing National Cultures -- 3.1 Why Innovate? -- 3.1.1 National Cultures and Management: the Attitude Scales Approach
3.1.2 The Notion of National Culture Called into Question -- 3.1.3 A Wide Variety of Approaches in Social Sciences and Beyond -- 3.2 An Interpretative Approach Adapted to the Complexity of Modern Societies -- 3.2.1 Ideal Images and Structuring Fears -- 3.2.2 To Be Free of the Will of Others in the USA -- 3.2.3 French Society and the Fear of a Servile Attitude -- 3.3 Conclusion -- Notes -- PART II: MANAGEMENT FUNDAMENTALS AND CULTURE -- 4: Leadership -- 4.1 Three Contrasting Ways to be a Good Leader -- 4.1.1 Motivating your Team -- 4.1.2 Monitoring and Recognizing Work
4.1.3 Building One's Personal Credibility -- 4.2 A Cultural Interpretation -- 4.2.1 The United States of America -- 4.2.2 Germany -- 4.2.3 France -- 4.3 Conclusion -- Notes -- 5: Procedures and Control -- 5.1 From Setting Objectives to Defining Operating Procedures in Cameroon -- 5.1.1 The Enthusiastic Reception of Meticulously Detailed Procedures Manuals -- 5.1.2 Consistency with Social Expectations -- 5.2 French Reluctance to Use Operating Procedures Designed by Others -- 5.2.1 The Implementation of a Quality Management in the Automotive Industry -- 5.2.2 High-risk Industries
Philippe D'Iribarne, Sylvie Chevrier, Alain Henry, Jean-Pierre Segal, and Geneviève Tréguer-Felten.
Includes bibliographical references and index.