Cross-Cultural Management

Edited by Gordon Redding, Senior Affiliate Professor of Asian Business and Director, Euro-Asian Centre, INSEAD, France and Bruce W. Stening, Vlerick International Dean, BiMBA Program, Peking University, China

i>’Together the two volumes provide encyclopedical information on cross-cultural management. . . A must for anyone, every student, practitioner and researcher of cross-cultural management.’

• Contents: Volume I: The Theory of Culture AcknowledgementsIntroduction Gordon Redding and Bruce W. SteningPART IWHAT CULTURE IS 1. Clifford Geertz (1973), ‘Thick Description: Toward an Interpretive Theory of Culture’2. Robert A. LeVine (1984), ‘Properties of Culture: An Ethnographic View’3. Marc Maurice, François Sellier and Jean-Jacques Silvestre ([1982] 1986), ‘Appendix: Societal Analysis as a Critical and Theoretical Tool’PART IIHOW CULTURE WORKS TO SHAPE SOCIETY 4. Edward T. Hall ([1959] 1981), ‘The Vocabulary of Culture’5. Peter L. Berger and Thomas Luckman (1967), ‘Society as Objective Reality: 1. Institutionalization’6. Jean-Philippe Platteau (1994), ‘Behind the Market Stage Where Real Societies Exist – Part II: The Role of Moral Norms’7. Geert Hofstede (1991), ‘I, We, and They’PART IIICULTURE AND THE ECONOMY 8. Karl Polanyi ([1944] 1980), ‘Societies and Economic Systems’9. Paul DiMaggio (1994), ‘Culture and Economy’10. Mark Granovetter (1985), ‘Economic Action and Social Structure: The Problem of Embeddedness’11. Max Weber ([1930] 1965), ‘The Spirit of Capitalism’12. Max H. Boisot (1995), ‘Culture as Economizing’PART IVMAPPING INTERCULTURAL DIFFERENCES 13. Ronald Inglehart and Wayne E. Baker (2000), ‘Modernization, Cultural Change, and the Persistence of Traditional Values’14. Charles Hampden-Turner and Fons Trompenaars (1997), ‘Response to Geert Hofstede’15. Mark F. Peterson and Peter B. Smith (1997), ‘Does National Culture or Ambient Temperature Explain Cross-National Differences in Role Stress? No Sweat!’16. Joyce S. Osland and Allan Bird (2000), ‘Beyond Sophisticated Stereotyping: Cultural Sensemaking in Context’17. Mark F. Peterson, Mary Yoko Brannen and Peter B. Smith (1994), ‘Japanese and United States Leadership: Issues in Current Research’18. Roland Calori and Bruno Dufour (1995), ‘Management European Style’19. David Veale, Lynn Oliver and Kees van Langen (1995), ‘Three Coca-Cola Perspectives on International Management Styles’PART VPUTTING CULTURE INTO THE EXPLANATION 20. S. Gordon Redding (1994), ‘Comparative Management Theory: Jungle, Zoo or Fossil Bed?’21. John Child (2000), ‘Theorizing about Organization Cross-Nationally’Name IndexVolume II: Managing Cultural Differences AcknowledgementsIntroduction Gordon Redding and Bruce W. SteningPART IGLOBALIZATION AND THE GLOBAL MANAGER 1. Hal B. Gregersen, Allen J. Morrison and J. Stewart Black (1998), ‘Developing Leaders for the Global Frontier’2. Ben L. Kedia and Ananda Mukherji (1999), ‘Global Managers: Developing a Mindset for Global Competitiveness’3. Shaker A. Zahra and Hugh M. O’Neill (1998), ‘Charting the Landscape of Global Competition: Reflections on Emerging Organizational Challenges and their Implications for Senior Executives’4. Vladimir Pucik and Tania Saba (1998), ‘Selecting and Developing the Global Versus the Expatriate Manager: A Review of the State-of-the-Art’5. Geert Hofstede (1993), ‘Cultural Constraints in Management Theories’6. Lisa Hoecklin (1995), ‘Culture: What It Is, What It Is Not and How It Directs Organizational Behaviour’PART IIMANAGING THE GLOBAL ORGANIZATION 7. Sumantra Ghoshal and Nitin Nohria (1993), ‘Horses for Courses: Organizational Forms for Multinational Corporations’8. Karen Roberts, Ellen Ernst Kossek and Cynthia Ozeki (1998), ‘Managing the Global Workforce: Challenges and Strategies’9. Nancy J. Adler (1994), ‘Competitive Frontiers: Women Managing Across Borders’10. Rosabeth Moss Kanter and Thomas D. Dretler (1998), ‘"Global Strategy" and its Impact on Local Operations: Lessons from Gillette Singapore’11. Roger L.M. Dunbar and Suresh Kotha (2000), ‘Managing Institutional and Cultural Contrasts: The Case of Sanyo Electric in the United States’12. Sidney Gray (1995), ‘Cultural Perspectives on the Measurement of Corporate Success’13. Karl Moore and Julian Birkinshaw (1998), ‘Managing Knowledge in Global Service Firms: Centers of Excellence’14. Hartmut H. Holzmüller and Barbara Stöttinger (2001), ‘International Marketing Managers’ Cultural Sensitivity: Relevance, Training Requirements and a Pragmatic Training Concept’15. Marie-Claude Boudreau, Karen D. Loch, Daniel Robey and Detmar Straub (1998), ‘Going Global: Using Information Technology to Advance Competitiveness of the Virtual Transnational Organization’16. Timothy Kayworth and Dorothy Leidner (2000), ‘The Global Virtual Manager: A Prescription for Success’PART IIIMANAGING CULTURAL DIVERSITY 17. Joseph J. DiStefano and Martha L. Maznevski (2000), ‘Creating Value with Diverse Teams in Global Management’18. Taylor H. Cox and Stacy Blake (1991), ‘Managing Cultural Diversity: Implications for Organizational Competitiveness’19. Aminu Mamman (1995), ‘Employee Intercultural Effectiveness in a Multicultural Workplace: Theoretical Propositions, Strategies and Direction for Future Research’20. Denice Welch and Lawrence Welch (1997), ‘Being Flexible and Accommodating Diversity: The Challenge for Multinational Management’PART IVNEGOTIATING ACROSS CULTURES 21. Stephen E. Weiss (1994), ‘Negotiating with "Romans" – Part 1’22. Stephen E. Weiss (1994), ‘Negotiating with "Romans" – Part 2’23. Allan G. Thompson (1996), ‘Compliance with Agreements in Cross-Cultural Transactions: Some Analytical Issues’24. James K. Sebenius (1998), ‘Case Study: Negotiating Cross-Border Acquisitions’PART VINTERNATIONAL JOINT VENTURES AND STRATEGIC ALLIANCES 25. Paul W. Beamish (2000), ‘The Design and Management of International Joint Ventures’26. Aimin Yan and Ming Zeng (1999), ‘International Joint Venture Instability: A Critique of Previous Research, A Reconceptualization, and Directions for Future Research’27. Steven X. Si and Garry D. Bruton (1999), ‘Knowledge Transfer in International Joint Ventures in Transitional Economies: The China Experience’28. Andrew C. Inkpen (1998), ‘Learning and Knowledge Acquisition through International Strategic Alliances’29. Arvind Parkhe (1998), ‘Building Trust in International Alliances’30. T.K. Das and Bing-Sheng Teng (1997), ‘Sustaining Strategic Alliances: Options and Guidelines’PART VIEXPATRIATION AND REPATRIATION: ISSUES OF CULTURAL ADAPTATION 31. David C. Thomas (1998), ‘The Expatriate Experience: A Critical Review and Synthesis’32. J. Stewart Black and Hal B. Gregersen (1992), ‘Serving Two Masters: Managing the Dual Allegiance of Expatriate Employees’33. Michael Harvey (1996), ‘Addressing the Dual-Career Expatriation Dilemma’34. J. Stewart Black and Mark Mendenhall (1990), ‘Cross-Cultural Training Effectiveness: A Review and a Theoretical Framework for Future Research’35. Michael Harvey, Cheri Speier and Milorad M. Novicevic (1999), ‘The Role of Inpatriation in Global Staffing’36. Hilary Harris and Chris Brewster (1999), ‘The Coffee-Machine System: How International Selection Really Works’37. Rosalie L. Tung (1998), ‘A Contingency Framework of Selection and Training of Expatriates Revisited’38. Myrtle P. Bell and David A. Harrison (1996), ‘Using Intra-National Diversity for International Assignments: A Model of Bicultural Competence and Expatriate Adjustment’PART VIIETHICS AND CORPORATE SOCIAL RESPONSIBILITY IN CROSS-CULTURAL CONTEXT 39. Thomas Donaldson (1996), ‘Values in Tension: Ethics Away From Home’40. John Hendry (1999), ‘Universalizability and Reciprocity in International Business Ethics’41. William A. Wines and Nancy K. Napier (1992), ‘Toward an Understanding of Cross-Cultural Ethics: A Tentative Model’42. Daniel W. Skubik (1995), ‘Ethics and Australian International Business: Which Way to Asia?’43. David J. Fritzsche, Y. Paul Huo, Sakae Sugai, Stephen Dun-Hou Tsai, Cheong Seok Kim and Helmut Becker (1995), ‘Exploring the Ethical Behavior of Managers: A Comparative Study of Four Countries’44. Paul F. Buller and Glenn M. McEvoy (1999), ‘Creating and Sustaining Ethical Capability in the Multi-National Corporation’Name Index