- ホーム
- > 洋書
- > 英文書
- > Business / Economics
基本説明
Organized around three major themes: the basis for understanding the influence of culture on international management, the key roles that international managers play, and the important challenges that these managers face.
Full Description
Rapid changes in management worldwide have clearly challenged the ability of academics to make courses in international management relevant. One of the best ways to enrich courses is to supplement textbook material with recent articles and case studies.
Readings and Cases in International Management: A Cross-Cultural Perspective is a compilation of contemporary readings and case studies that focus on managing global organizations. Intended as a companion to editor David C. Thomas' Essentials of International Management: A Cross-Cultural Perspective (SAGE, 2001), great care has been taken to select readings that do not duplicate, but supplement, material typically contained in texts on this topic. The readings and cases in this book are organized around three major themes: the basis for understanding the influence of culture on international management, the key roles that international managers play, and the important challenges that these managers face.
Designed to represent a broad geographic scope, this integrative volume includes
An explanation of how culture influences individual managers
Methods to systematically describe cultural differences
Fundamental principles that influence cross-cultural interactions
An examination of managers as communicators, negotiators, change agents, and organization builders
Procedures for designing effective organizational structures
Readings and Cases in International Management: A Cross-Cultural Perspective presents ways to maximize the positive effects of cultural diversity while minimizing the negative consequences. An index of key terms, teaching notes, and a quick reference guide are provided to facilitate learning in a seperate instructor's manual.
Developed as a supplement for advanced international management texts, this is also an excellent primary text for courses in organizational behavior, management, and international business.
Contents
Section I. Management and Culture
Reading 1.1 Global Managers: Developing a Mindset for Global Competitiveness - Ben L. Kedia and Ananda Mukherji
Reading 1.2 Cultural Constraints in Management Theories - Geert Hofstede
Reading 1.3 Whatever Happened to Masculinity and Femininity? - Geert Hofstede
Reading 1.4 Building Competitive Advantage from Ubuntu: Management Lessons from South Africa. - Mzamo P. Mangaliso
Reading 1.5 The Japanese Manager's Traumatic Entry into the United States: Understanding the American-Japanese Cultural Divide - Richard G. Linowes
Reading 1.6 Beyond Sophisticated Stereotyping: Cultural Sensemaking in Context - Joyce S. Osland and Allan Bird
Case 1.1 Merck & Company, Inc.: Having the Vision to Succeed - Stephanie Weiss and David Bollier
Case 1.2 Unocal and the Yadana Gas Pipeline Project - Anne T. Lawrence and Howard Tolley Jr.
Case 1.3 Common Bond Values at the New Zealand Office of AT&T - Deborah Shepherd
Case 1.4 The Road to Hell - Gareth Evans
Case 1.5 Café Mam and ISMAM - Ronald Nigh, Ann D. Walsh, and Dahinda Meda
Case 1.6 Gold Star Properties: Financial Crisis - Joseph J. DiStefano
Case 1.7 Chiba International, Inc. - Nina Hatvany and Vladimir Pucik
Case 1.8 Footwear International - R. William Blake
Section II. Roles of the International Manager
Reading 2.1 Values in Tension: Ethics away from Home - Thomas Donaldson
Reading 2.2 When Ethics Collide: Managing Conflicts across Cultures - Paul F. Buller, John J. Kohls, and Kenneth S. Anderson
Reading 2.3 Key Concepts: Underlying Structures of Culture - Edward T. Hall and Mildred Reed Hall
Reading 2.4 Negotiating with the Chinese: A Socio-Cultural Analysis - Pervez Ghauri and Tony Fang
Reading 2.5 Understanding the Bear: A Portrait of Russian Business Leaders - Sheila M. Puffer
Reading 2.6 Contrasts in Culture: Russian and Western Perspectives on
Organizational Change
Reading 2.6 Contrasts in Culture: Russian and Western Perspectives on Organizational Change - Snejina Michailova
Case 2.1 Nike's Dispute with the University of Oregon - Rebecca J. Morris and Anne T. Lawrence
Case 2.2 How Much Sleaze is Too Much? - Asbjorn Osland
Case 2.3 Moto: Coming to America - Patricia Gercik
Case 2.4 Negotiating across the Pacific - Xiaohua Lin and Jian Guan
Case 2.5 Consolidated Engineering Co. Goes to China - Travis Maples and Penelope B. Prime
Case 2.6 Kiwi Samurai: The Secure Fit Industries in Japan - David C. Thomas
Case 2.7 Rus Wane Equipment: Joint Venture in Russia (A) and (B) - Stanislav V. Shekshnia and Sheila M. Puffer
Section III. International Management Challenges
Reading 3.1 Virtual Teams: Technology and the Workplace of the Future - Anthony M. Townsend, Samuel M. DeMarie, and Anthony R. Hendrickson
Reading 3.2 Minding Your Metaphors: Applying the Concept of Teamwork Metaphors to the Management of Teams in Multicultural Contexts - Cristina B. Gibson and Mary E. Zellmer-Bruhn
Reading 3.3 End Games in International Alliances - Manuel G. Serapio Jr. and Wayne F. Cascio
Reading 3.4 Same Bed, Different Dreams: Working Relationships in Sino-American Joint Ventures - James P. Walsh, ErPing Wang, and Katherine R. Xin
Reading 3.5 The Contemporary International Assignment: A Look at the Options - Glenn M. McEvoy and Barbara Parker
Reading 3.6 Expatriate Assignments Versus Overseas Experience: Contrasting Models of International Human Resource Development - Kerr Inkson, Michael B. Arthur, Judith Pringle, and Sean Barry
Case 3.1 Team Spirit at Sino-American Shanghai Squibb (SASS) - Anne Marie Francesco
Case 3.2 Johannes van den Bosch Sends an Email; Johannes van den Bosch Receives a Reply. - Joseph J. DiStefano
Case 3.3 Mass Merger: The Case of AON Singapore - Anne Marie Francesco
Case 3.4 The Role of the Area Manager - Asbjorn Osland
Case 3.5 Catskill Roads - J. Bonner Ritchie and Alan Hawkins
Case 3.6 Andreas Weber's Reward for Success in an Expatriate Assignment - a Return to an Uncertain Future - Günter K. Stahl and Mark E. Mendenhall
