Terence Jackson – författare

Trade between China and Africa is increasing year on year, while the Westincreasingly debates the nature and implications of China’s presence. Yetlittle research exists at the organizational and community levels. Whilewestern press reporting is overwhelmingly negative, African governmentsmostly welcome the Chinese presence. But what happens at themanagement level? How are Chinese organizations run? What are theybringing to communities? What is their impact on the local job market?How do they manage staff? How are they working with local firms?This book seeks to provide a theoretical framework for understandingChinese organizations and management in Africa and to explore howtheir interventions are playing out at the organizational and communitylevels in sub-Saharan Africa. Based on rigorous empirical researchexploring emerging themes in specific African countries, this book developsimplications for management knowledge, education and trainingprovision, and policy formulation. Importantly it seeks to inform futurescholarship on China’s management impact in the world generally, onAfrica’s future development, and on international and cross-culturalmanagement scholarship.Primarily aimed at scholars of international management, with aninterest in China and/or in China in Africa, this important book will alsobe of great interest to those working in the area of development studies,international politics, and international relations.

Arising from a research project funded by Danish International Development Assistance, Management and Change in Africa includes results of management surveys across 15 sub-Saharan countries and of organizational surveys taken across a range of sectors in South Africa, Kenya, Nigeria and Cameroon. It combines methodology, theory and case examples to explore thoroughly the influences on management in Africa and attempts to push the boundaries of cross-cultural theory. In doing so, it explores how much can be learned from studying both the successes and failures of African management towards realizing the potential of an African Renaissance and what the global community may learn from Africa.

Arising from a research project funded by Danish International Development Assistance, Management and Change in Africa includes results of management surveys across 15 sub-Saharan countries and of organizational surveys taken across a range of sectors in South Africa, Kenya, Nigeria and Cameroon. It combines methodology, theory and case examples to explore thoroughly the influences on management in Africa and attempts to push the boundaries of cross-cultural theory. In doing so, it explores how much can be learned from studying both the successes and failures of African management towards realizing the potential of an African Renaissance and what the global community may learn from Africa.

What can we learn about management ethics from other cultures and societies? In this textbook, cross-cultural management theory is applied and made relevant to management ethics. To help the reader understand different approaches that global businesses can take to operate successfully and ethically, there are chapters focusing on specific countries and regions. As well as giving the wider geographical, political and cultural contexts, the book includes numerous examples in every chapter to help the reader critique universal assumptions of what is ethical. By taking a closer look at the way we view other cultures and their values, the author challenges us to rethink commonly held assumptions and approaches in cross-cultural management, and to apply a more critical approach.

What can we learn about management ethics from other cultures and societies? In this textbook, cross-cultural management theory is applied and made relevant to management ethics. To help the reader understand different approaches that global businesses can take to operate successfully and ethically, there are chapters focusing on specific countries and regions. As well as giving the wider geographical, political and cultural contexts, the book includes numerous examples in every chapter to help the reader critique universal assumptions of what is ethical. By taking a closer look at the way we view other cultures and their values, the author challenges us to rethink commonly held assumptions and approaches in cross-cultural management, and to apply a more critical approach.

The book takes a cross-cultural approach to the study and practice of human resource management by examining the contributions of different cultures in interaction and discussing academic issues within the context of actual companies and real cultures. Each chapter provides real-life cases together with sample questions that will help readers to draw conclusions from the cases. Each chapter ends with a section on various management implications, together with a section providing useful pointers for students' further research.

International HRM will be recommended reading on courses in international management, international human resource management and cross-cultural management, for advanced undergraduates, postgraduates and MBA students.

The book takes a cross-cultural approach to the study and practice of human resource management by examining the contributions of different cultures in interaction and discussing academic issues within the context of actual companies and real cultures. Each chapter provides real-life cases together with sample questions that will help readers to draw conclusions from the cases. Each chapter ends with a section on various management implications, together with a section providing useful pointers for students' further research.

International HRM will be recommended reading on courses in international management, international human resource management and cross-cultural management, for advanced undergraduates, postgraduates and MBA students.