Readings and Cases in International Management

David C Thomas (PhD University of South Carolina) is a Professor in the Gustavson School of Business, University of Victoria and Professor Emeritus of International Management at Simon Fraser University, Canada. He is the author of a dozen books including (with Kerr Inkson) the bestselling Cultural Intelligence, Berrett-Koehler Publishers. His book Cross-Cultural Management: Essential Concepts (2008, Sage Publications) was the winner of the R. Wayne Pace Human Resource Development book of the year award for 2008. In addition, he has edited (with Peter B. Smith and Mark Peterson) The Handbook of Cross-Cultural Management Research from Sage Publications. His research on cross-cultural interactions in organizational settings has appeared in the leading journals in the field. He is currently serves on the editorial boards of the Journal of International Business Studies, the Journal of Organizational Behavior, and European Journal of Cross-Cultural Competence and Management.Dr. Thomas’ academic postings have included positions at the Australian Graduate School of Management (AGSM), University of New South Wales, the Pennsylvania State University and The University of Auckland, New Zealand, where he was also Director of the Master of International Business Program. He has held visiting positions at Koç University, Istanbul, Turkey, The Chinese University of Hong Kong, the University of Hawaii, Massey University, New Zealand, and ESCEM, Tours, France. In addition to teaching at both undergraduate and postgraduate level, Dr Thomas has consulted on cultural diversity issues with numerous organizations. When not teaching or writing he can often be found scraping or varnishing or sometimes sailing his 1984 Hans Christian cutter, “Clovelly.”

A useful text to provide supplementary case study work for MBA students

• Section I. Management and CultureReading 1.1Global Managers: Developing a Mindset for Global Competitiveness - Ben L. Kedia and Ananda MukherjiReading 1.2Cultural Constraints in Management Theories - Geert HofstedeReading 1.3Whatever Happened to Masculinity and Femininity? - Geert HofstedeReading 1.4Building Competitive Advantage from Ubuntu: Management Lessons from South Africa. - Mzamo P. MangalisoReading 1.5The Japanese Manager′s Traumatic Entry into the United States: Understanding the American-Japanese Cultural Divide - Richard G. LinowesReading 1.6Beyond Sophisticated Stereotyping: Cultural Sensemaking in Context - Joyce S. Osland and Allan BirdCase 1.1Merck & Company, Inc.: Having the Vision to Succeed - Stephanie Weiss and David BollierCase 1.2Unocal and the Yadana Gas Pipeline Project - Anne T. Lawrence and Howard Tolley Jr.Case 1.3Common Bond Values at the New Zealand Office of AT&T - Deborah ShepherdCase 1.4The Road to Hell - Gareth EvansCase 1.5 Café Mam and ISMAM - Ronald Nigh, Ann D. Walsh, and Dahinda Meda Case 1.6 Gold Star Properties: Financial Crisis - Joseph J. DiStefanoCase 1.7Chiba International, Inc. - Nina Hatvany and Vladimir Pucik Case 1.8 Footwear International - R. William BlakeSection II. Roles of the International ManagerReading 2.1 Values in Tension: Ethics away from Home - Thomas DonaldsonReading 2.2 When Ethics Collide: Managing Conflicts across Cultures - Paul F. Buller, John J. Kohls, and Kenneth S. AndersonReading 2.3Key Concepts: Underlying Structures of Culture - Edward T. Hall and Mildred Reed HallReading 2.4 Negotiating with the Chinese: A Socio-Cultural Analysis - Pervez Ghauri and Tony FangReading 2.5Understanding the Bear: A Portrait of Russian Business Leaders - Sheila M. PufferReading 2.6Contrasts in Culture: Russian and Western Perspectives on Organizational ChangeReading 2.6Contrasts in Culture: Russian and Western Perspectives on Organizational Change - Snejina MichailovaCase 2.1 Nike′s Dispute with the University of Oregon - Rebecca J. Morris and Anne T. LawrenceCase 2.2How Much Sleaze is Too Much? - Asbjorn OslandCase 2.3Moto: Coming to America - Patricia GercikCase 2.4Negotiating across the Pacific - Xiaohua Lin and Jian GuanCase 2.5Consolidated Engineering Co. Goes to China - Travis Maples and Penelope B. PrimeCase 2.6 Kiwi Samurai: The Secure Fit Industries in Japan - David C. ThomasCase 2.7Rus Wane Equipment: Joint Venture in Russia (A) and (B) - Stanislav V. Shekshnia and Sheila M. PufferSection III. International Management ChallengesReading 3.1Virtual Teams: Technology and the Workplace of the Future - Anthony M. Townsend, Samuel M. DeMarie, and Anthony R. HendricksonReading 3.2Minding Your Metaphors: Applying the Concept of Teamwork Metaphors to the Management of Teams in Multicultural Contexts - Cristina B. Gibson and Mary E. Zellmer-BruhnReading 3.3End Games in International Alliances - Manuel G. Serapio Jr. and Wayne F. CascioReading 3.4 Same Bed, Different Dreams: Working Relationships in Sino-American Joint Ventures - James P. Walsh, ErPing Wang, and Katherine R. XinReading 3.5The Contemporary International Assignment: A Look at the Options - Glenn M. McEvoy and Barbara ParkerReading 3.6 Expatriate Assignments Versus Overseas Experience: Contrasting Models of International Human Resource Development - Kerr Inkson, Michael B. Arthur, Judith Pringle, and Sean BarryCase 3.1Team Spirit at Sino-American Shanghai Squibb (SASS) - Anne Marie FrancescoCase 3.2Johannes van den Bosch Sends an Email; Johannes van den Bosch Receives a Reply. - Joseph J. DiStefanoCase 3.3Mass Merger: The Case of AON Singapore - Anne Marie FrancescoCase 3.4The Role of the Area Manager - Asbjorn OslandCase 3.5Catskill Roads - J. Bonner Ritchie and Alan Hawkins Case 3.6Andreas Weber′s Reward for Success in an Expatriate Assignment - a Return to an Uncertain Future - Günter K. Stahl and Mark E. Mendenhall