CROSS-CULTURAL MANAGEMENT REVISITED C

Erscheinungsjahr 2020
ISBN: 978-0-19-885747-1
Verlag: ACADEMIC

Buch, Englisch, 384 Seiten, Format (B × H): 161 mm x 240 mm, Gewicht: 728 g

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.

Autoren/Hrsg.

d'Iribarne, Philippe

Chevrier, Sylvie

Henry, Alain

Segal, Jean-Pierre

Tréguer-Felten, Geneviève

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Internationales Management
• Wirtschaftswissenschaften Betriebswirtschaft Organisationstheorie, Organisationssoziologie, Organisationspsychologie
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Außenhandel

Inhaltsverzeichnis

- 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

Über Autor(innen)

Philippe d'Iribarne is Managing Director of Gestion et Société (National Cultures & Organisations, www.cerebe.org) at the National Center for Scientific Research (CNRS) in Paris.

Jean-Pierre Segal was a member of the National Center for Scientific Research (CNRS) unit Dauphine Recherche Management (DRM) before retiring in November 2018, and remains a supervisor of PhD theses at Paris Dauphine University.

Sylvie Chevrier teaches at Université Gustave Eiffel and is former deputy director of the research centre in management of Paris-Est University (IRG).

Alain Henry was previously Director of Research at the French Development Agency (AFD), and is currently a member of the research group National Cultures & Organisations (Gestion et Société).

Geneviève Tréguer-Felten formerly directed communications departments in MNCs and is currently a member of the research group GEM&L (a language-sensitive research in management association).