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  • ISBN-10: 145225706X
  • ISBN-13: 9781452257068
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  • Formāts: Multiple-component retail product, weight: 1470 g, Contains 2 paperbacks
  • Izdošanas datums: 18-Jul-2012
  • Izdevniecība: SAGE Publications Inc
  • ISBN-10: 145225706X
  • ISBN-13: 9781452257068
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Martin J. Gannon, Understanding Global Cultures: Metaphorical Journeys Through 31 Nations, Clusters of Nations, Continents, and Diversity, Fifth Edition
In Understanding Global Cultures, Fifth Edition, authors Martin J. Gannon and Rajnandini Pillai present the cultural metaphor—any activity, phenomenon, or institution with which the members of a given culture identify emotionally and/or cognitively, for example, the Japanese garden —as a method for understanding the cultural mindsets of individual nations, clusters of nations, two continents, and diversity in each nation. The book demonstrates how metaphors are guidelines to help outsiders quickly understand what members of a culture consider important. The fully updated Fifth Edition includes 31 nation-specific chapters, including a new Part XI on popular music as cultural metaphors, two completely new chapters on Vietnam and Argentina, revisions to all retained chapters, and a more explicit linkage between each cultural metaphor and current economic and business developments in each nation.

Martin J. Gannon, Paradoxes of Culture and Globalization
What is a paradox? Why are cross-cultural paradoxes essential for understanding the changes that are occurring because of globalization? Encompassing a wide variety of areas including leadership, cross-cultural negotiations, immigration, religion, economic development, and business strategy, Paradoxes of Culture and Globalization develops cross-cultural paradoxes essential for understanding globalization.

Meet author Martin J. Gannon! www.csusm.edu/mgannon

Martin J. Gannon is also the author of the bestselling text Understanding Global Cultures (SAGE, Third Edition, 2004) and Cultural Metaphors: Readings, Research Translations, and Commentary (SAGE, 2000).

Please contact your Sales Representativefor more information.

Preface: A Third Perspective xiv
Paradoxes, Education, and Training xvi
Exercise: Introducing the Book xviii
Exercise After Reading Each
Chapter
xviii
A Note on Writing xix
Acknowledgments xix
Part I Conceptual Foundations
1(44)
1 Thinking Paradoxically
3(15)
Essential Concepts
6(2)
Paradoxes and Their Positive Features
8(4)
Limitations
12(3)
Takeaways
15(1)
Discussion Questions
16(1)
Exercises
16(2)
2 Conceptualizing and Perceiving Culture
18(27)
Conceptualizing Culture
19(15)
Paradox 2.1 Why are there so many definitions of culture?
19(3)
Paradox 2.2 Can there be a very large and a very small number of cultures?
22(2)
Paradox 2.3 Can collectivists be self-centered and selfish?
24(2)
Paradox 2.4 Value paradoxes exist in all cultures. For example, how can a national culture value freedom and dependence simultaneously?
26(1)
Paradox 2.5 How are cultural values and cultural practices related?
27(3)
Paradox 2.6 Does culture matter?
30(1)
Paradox 2.7 Are demographics more important than culture?
31(1)
Paradox 2.8 Should we advocate only one perspective on culture?
32(2)
Perceiving Culture
34(7)
Paradox 2.9 Do proper introductions and greetings simultaneously require kissing, bowing, and shaking hands?
34(1)
Paradox 2.10 Are cultural stereotypes valid?
35(1)
Paradox 2.11 Are the distinctions between levels of culture relevant in a globalizing world?
36(1)
Paradox 2.12 Do insiders understand their own cultures better than outsiders do?
37(1)
Paradox 2.13 Can global citizenship and the effects of root cultures exist simultaneously?
38(1)
Paradox 2.14 Can cultures change quickly?
39(2)
Takeaways
41(1)
Discussion Questions
42(1)
Exercise
42(3)
Part II Behavioral Issues
45(98)
3 Leadership, Motivation, and Group Behavior Across Cultures
47(28)
Leadership
47(17)
Paradox 3.1 Framing leadership: Is the essence of leadership being stuck on the horns of a dilemma?
47(6)
Paradox 3.2 Who is more effective, the instrumental-visionary-transformational leader or the headman?
53(9)
Paradox 3.3 When should a leader allow subordinates to participate in decision making?
62(1)
Paradox 3.4 Can an effective leader be someone who publicly humiliates subordinates?
63(1)
Motivation
64(5)
Paradox 3.5 Is the relationship between motivation and ability additive or multiplicative in the prediction of individual success and performance?
64(2)
Paradox 3.6 Can an individually based need hierarchy exist in a collectivistic culture?
66(1)
Paradox 3.7 Do effective executives attribute success to themselves or to others?
67(2)
Group Behavior
69(3)
Paradox 3.8 Do groups contain free riders, or are all members equally responsible contributors?
69(1)
Paradox 3.9 In general and in small groups, do the personalities of individuals primarily reflect the influence of culture?
70(1)
Paradox 3.10 Should multicultural small groups be managed differently from single-culture groups?
71(1)
Takeaways
72(1)
Discussion Questions
73(1)
Exercises
74(1)
Answers to the Two-Item Survey
74(1)
4 Communicating Across Cultures
75(24)
Language
77(7)
Paradox 4.1 How can knowing the language of another culture be a disadvantage?
77(3)
Paradox 4.2 How can languages be rapidly dying while becoming more influential?
80(1)
Paradox 4.3 Critical words and phrases: How can there be immediate recognition by members of the culture and radically different interpretations?
81(2)
Paradox 4.4 Are proverbs effective descriptors of a culture?
83(1)
Context and Beyond
84(4)
Paradox 4.5 Can a culture be simultaneously monochronic and polychronic?
86(1)
Paradox 4.6 Can a culture be simultaneously low context and high context?
87(1)
Symbolism
88(2)
Paradox 4.7 How can the same phenomenon represent different symbolic meanings?
88(1)
Paradox 4.8 How can the same phenomenon represent changing symbolic meanings?
89(1)
Technology and Mediated Communication
90(6)
Paradox 4.9 Can face-to-face and mediated communication be functionally equivalent, either individually or in small groups?
91(2)
Paradox 4.10 Is the Internet integrating the world or creating wide differences?
93(1)
Paradox 4.11 Is colonization or communitarianism winning in the battle for the Internet?
94(1)
Paradox 4.12 Why is the information superhighway a poor metaphor for describing modern communication systems such as the Internet?
95(1)
Takeaways
96(1)
Discussion Questions
97(1)
Exercise (Critical Incident)
97(2)
5 Crossing Cultures
99(21)
Culture-Based Ethics: Relativism and Universalism
100(4)
Paradox 5.1 Are ethical norms and standards universal or relative to the situation?
100(4)
Generic Cultures and Ethics
104(3)
Paradox 5.2 Are there universal ethics across generic cultures, or do ethics vary by generic culture?
104(3)
Expatriate Paradoxes
107(7)
Paradox 5.3 Is the general stereotype of the host culture valid?
108(1)
Paradox 5.4 How can the expat manager be simultaneously powerful and powerless?
108(1)
Paradox 5.5 How can the expat manager be simultaneously free of home-country norms and restrained by host-country norms?
108(2)
Paradox 5.6 How can the expat manager simultaneously accept the ideal cultural values of the home culture and realize that they do not exist in the home culture or exist only in attenuated form?
110(1)
Paradox 5.7 How can the expat manager resolve the conflict between contradictory demands of the home office and the host-culture subsidiary?
110(1)
Paradox 5.8 How can the expat manager simultaneously give up some home-country values and strengthen other home-country values?
111(1)
Paradox 5.9 Is it possible for the expat manager to become more cosmopolitan and more idiosyncratic simultaneously?
112(1)
Paradox 5.10 How can the expat manager simultaneously think well of the host culture and avoid being taken advantage of?
112(1)
Paradox 5.11 How can the expat manager be simultaneously at home anywhere in the world and fit comfortably nowhere?
113(1)
Understanding Cross-Cultural Interactions via Cultural Sensemaking
114(2)
Reentry Into the Home Culture
116(1)
Takeaways
117(1)
Discussion Questions
118(1)
Exercises
118(1)
Answers to the Two-Item Survey
119(1)
6 Cross-Cultural Negotiations
120(23)
Fundamentals and Best Practices
120(6)
Case Study: Entering the Chinese Market
126(3)
Negotiating Metaphors
129(6)
Paradox 6.1 Is chess more influential than the Chinese board game of Go for strategy and negotiation?
130(1)
Paradox 6.2 Why do veteran international negotiators from one national culture frequently complain that their counterparts from a dissimilar national culture are simultaneously very sincere and very deceptive?
131(1)
Paradox 6.3 When negotiating, is it best to make the opening offer or respond to it?
132(3)
Time, Face, and the Yin-Yang Dynamic
135(5)
Paradox 6.4 How can time be considered as three circles (past, present, and future) as well as only one circle?
135(3)
Paradox 6.5 Is the yin-yang dynamic exclusively Asian?
138(1)
Paradox 6.6 Is there only one type of face?
138(2)
Takeaways
140(1)
Discussion Questions
140(1)
Case Study: Generator and Its Asian Partners
141(2)
Part III The Broader Context
143
7 Multiethnicity, Religion, Geography, and Immigration
145(24)
Multiethnicity
146(7)
Paradox 7.1 Do multiethnic groups impede or facilitate the formation of national cultures?
147(1)
Paradox 7.2 Is there or will there be a clash of civilizations?
148(3)
Paradox 7.3 Can national cultures exist in a multiethnic and borderless world?
151(1)
Paradox 7.4 Should all cultural practices be equally acceptable?
152(1)
Religion
153(5)
Paradox 7.5 Must religion be anthropomorphic?
154(2)
Paradox 7.6 Does a religion necessarily require dogmas and creeds?
156(2)
Geography
158(2)
Paradox 7.7 Do geographic maps reflect cultural beliefs?
158(1)
Paradox 7.8 Has the "death of distance" nullified the importance of geography?
159(1)
Immigration
160(6)
Paradox 7.9 Will the issue of immigration derail globalization?
162(2)
Paradox 7.10 Can restricting immigration facilitate and promote it?
164(1)
Paradox 7.11 Is immigration compatible with an equality-matching culture?
165(1)
Takeaways
166(1)
Discussion Questions
167(1)
Exercises
168(1)
Answer to What Happened: Generator and Its Asian Partners
168(1)
8 Economic Development and Culture
169(21)
Background
169(7)
Trade, Democracy, and Open and Free Markets
176(4)
Paradox 8.1 Are democracy and free markets antithetical to each other?
177(1)
Paradox 8.2 Does trust increase trade among nations? Does increased trade lead to conflict and war among nations?
178(2)
Culture and Change
180(7)
Paradox 8.3 Are institutions more important than culture for explaining economic development?
180(4)
Paradox 8.4 Do economic development and globalization lead to individualism?
184(2)
Paradox 8.5 Why do citizens vote for and accept stationary bandits as political leaders?
186(1)
Takeaways
187(1)
Discussion Questions
188(1)
Exercises
189(1)
9 Globalization and Culture
190(20)
Risk
191(6)
Paradox 9.1 Can global economic integration occur without political and cultural integration?
191(2)
Paradox 9.2 Is globalization a myth?
193(1)
Paradox 9.3 Is globalization an old or a new phenomenon?
194(3)
Uncertainty
197(5)
Paradox 9.4 Is there a reasonable probability that a global financial collapse will occur and undermine globalization?
197(1)
Paradox 9.5 Does globalization encourage nationalism?
198(1)
Paradox 9.6 Are nations becoming simultaneously more and less powerful because of globalization?
199(1)
Paradox 9.7 Can one nation dominate the global economy and political system?
200(1)
Paradox 9.8 Is globalization doomed?
201(1)
Political and Social Issues
202(5)
Paradox 9.9 Does globalization increase prosperity and inequality simultaneously?
203(1)
Paradox 9.10 Who are the winners and losers in a globalizing world?
204(1)
Paradox 9.11 Is increased education the antidote for outsourcing?
205(2)
Takeaways
207(1)
Discussion Questions
208(1)
Exercises
209(1)
10 Business Strategy, Business Functions, and International Human Resource Management
210
Business Strategy
212(5)
Paradox 10.1 Is there an ideal mode for entering the global marketplace?
212(2)
Paradox 10.2 Is there an ideal structure for the global firm?
214(1)
Paradox 10.3 Are organizations worldwide becoming more similar?
215(1)
Paradox 10.4 Is China a very large or a very small market?
216(1)
Business Functions
217(3)
Paradox 10.5 Can accounting and financial systems of companies and financial institutions be standardized throughout the world?
218(1)
Paradox 10.6 Should global advertising and marketing be tailored to each national and ethnic culture?
218(1)
Paradox 10.7 Is it possible to create and operate an airplane-based metropolis (the aerotropolis) for efficient global logistics and transportation?
219(1)
IHRM
220(7)
Paradox 10.8 How can IHRM be both central and peripheral when going global?
220(1)
Paradox 10.9 How should the conflict between internal pay equity and the forces of the external labor market be resolved?
221(1)
Paradox 10.10 Should multinational corporations impose their values when going global?
222(1)
Paradox 10.11 Which works best in a global firm, individual-based or group-based reward systems?
223(1)
Paradox 10.12 Is the role of IHRM different from that of domestic-only HRM?
224(2)
Paradox 10.13 Are HRM requirements similar throughout the globalizing world?
226(1)
Takeaways
227(1)
Discussion Questions
228(1)
Exercise
228
References 229(11)
Index 240(23)
About the Author 263
Preface: Understanding Cultures in Depth xiv
Acknowledgments and Coauthors xvii
PART I INTRODUCTION
1(24)
1 Understanding Cultural Metaphors
2(23)
Constructing Cultural Metaphors
8(8)
Reading and Using This Book
16(4)
When Culture Does, and Does Not, Matter
20(5)
PART II AUTHORITY-RANKING CULTURES
25(114)
2 The Thai Kingdom
27(12)
Loose Vertical Hierarchy
29(5)
Freedom and Equality
34(1)
The Thai Smile
35(4)
3 The Japanese Garden
39(25)
Corporate Cultures
40(2)
Garden as Metaphor
42(1)
Wa and Shikata
43(3)
Seishin Training
46(2)
Combining Droplets or Energies
48(11)
Aesthetics
59(3)
Similarities and Contrasts
62(2)
4 Bedouin Jewelry and Saudi Arabia
64(14)
The Desert Bedouins
67(4)
Bold Form
71(2)
Handcrafted Appearance
73(1)
Traditional Design
74(2)
Female Ownership
76(2)
5 The Turkish Coffeehouse
78(20)
Islam and Secularly
81(5)
Recreation, Communication, and Community Integration
86(3)
A Male Domain
89(2)
A Modest Environment
91(1)
Life Outside the Coffeehouse
92(4)
Looking Ahead
96(2)
6 Don Ganh: The Two Sides of Vietnam
98(14)
History of Occupation
100(2)
The French Defeat and Division Into Two
102(2)
The Metaphor: The Dualities of Don Ganh
104(8)
7 The Polish Village Church
112(13)
Historical Background
114(2)
Central Place of the Catholic Church
116(2)
The Partitioning and Polish Identity
118(3)
Survivors
121(4)
8 Kimchi and Korea
125(14)
The 60th Birthday
127(3)
Strangers by Day, Lovers by Night
130(2)
Kimchi's Public Role
132(1)
The Irish of Asia
133(6)
PART III SCANDINAVIAN EGALITARIAN CULTURES
139(38)
9 The Swedish stuga
140(14)
Love of Untrammeled Nature and Tradition
146(2)
Individualism Through Self-Development
148(3)
Equality
151(3)
10 The Finnish Sauna
154(16)
From Survival to Political and Economic Success
156(5)
Sauna: A Secular "Holy" Place of Equality
161(4)
Communication: Comfort With Quietude
165(5)
11 The Danish Christmas Luncheon
170(7)
Interdependent Individualism
172(2)
Geographic Ambivalence
174(1)
Coziness
175(2)
PART IV OTHER EGALITARIAN CULTURES
177(70)
12 The German Symphony
178(23)
Diversity of Musical Instruments
183(2)
Positional Arrangements of the Musicians
185(4)
Conductors and Leaders
189(3)
Precision and Synchronicity
192(6)
The Unfinished Symphony
198(3)
13 Irish Conversations
201(16)
Intersection of Gaelic and English
206(4)
Prayer as Conversation
210(1)
A Free-Flowing Conversation: Irish Hospitality
211(1)
Places of Conversations: Irish Friends and Families
212(3)
Ending a Conversation
215(2)
14 The Canadian Backpack and Flag
217(10)
Egalitarianism and Outlook
219(2)
The Canadian Mosaic
221(1)
Canadians as Non-U.S. Americans
222(5)
15 French Wine
227(20)
Pureness
228(4)
Classification
232(4)
Composition
236(4)
Suitability
240(2)
The Maturation Process
242(2)
The Changing Portrait
244(3)
PART V MARKET-PRICING CULTURES
247(50)
16 American Football
248(25)
The Tailgate Party
250(1)
Pregame and Halftime Entertainment
251(1)
Strategy and War
252(1)
Selection, the Training Camp, and the Playbook
253(1)
Individual Specialized Achievement Within the Team Structure
254(6)
Aggression, High Risks, and Unpredictable Outcomes
260(2)
Huddling
262(5)
The Church of Football and Celebrating Perfection
267(6)
17 The Traditional British House
273(24)
The Traditional House
274(1)
History, Politics, Economics: Laying the Foundations
275(5)
Growing Up British: Building the House
280(7)
Being British: Living in the House
287(10)
PART VI CLEFT NATIONAL CULTURES
297(102)
18 The Malaysian Balik Kampung
298(14)
Returning to Nearby Roots
301(2)
Authority Ranking
303(1)
Reinforcing Common Values
304(8)
19 The Nigerian Marketplace
312(20)
Diversity
315(3)
Social Dynamism
318(5)
Balancing Tradition and Change
323(9)
20 The Israeli Kibbutzim and Moshavim
332(22)
Explicit Values
339(5)
Size and Behavioral Outcomes
344(1)
Traumas, Worldview, and Personality
345(9)
21 The Italian Opera
354(23)
The Overture
357(1)
Pageantry and Spectacle
358(5)
Voice
363(2)
Externalization
365(7)
Chorus and Soloists
372(5)
22 Belgian Lace
377(22)
A Land of Contrasts
380(9)
Control
389(5)
Cooperation and Harmony
394(5)
PART VII TORN NATIONAL CULTURES
399(36)
23 The Mexican Fiesta
400(17)
Primary Focus on People
405(4)
The Emphasis on Religion
409(2)
Experiencing the Present
411(2)
Freedom Within the Social Order
413(4)
24 The Russian Ballet
417(18)
Echelons of the Ballet
422(2)
Drama and Realism
424(5)
The Russian Soul
429(6)
PART VIII THE BASE CULTURE AND ITS DIFFUSION ACROSS BORDERS (CLUSTERS OF NATIONS): The Example Of China
435(38)
25 China's Great Wall and Cross-Cultural Paradox
437(11)
The Great Wall: Long, Tortuous, and Complex History
440(1)
Confucianism and Taoism
441(4)
Sun Tzu, War, and the Marketplace
445(3)
26 The Chinese Family Altar
448(13)
Roundness
452(5)
Harmony
457(1)
Fluidity
458(3)
27 The Singapore Hawker Centers
461(12)
Ethnic Diversity but Unity
465(2)
Efficiency
467(1)
The Power of Women
468(1)
Safety
469(1)
Synthesizing Traditional and New Values
470(3)
PART IX INDIA, SHIVA, AND DIVERSITY
473(42)
28 India: The Dance of Shiva
474(25)
Cyclical Hindu Philosophy
480(2)
The Cycle of Life
482(1)
The Family Cycle
483(5)
The Cycle of Social Interaction
488(5)
The Work and Recreation (Rejuvenation) Cycle
493(6)
29 India: A Kaleidoscope of Diversity
499(16)
The Kaleidoscope of Religions and Cultural Celebrations
501(3)
Images of Festivals and Feasts
504(3)
Cell Phones, Call Centers, and Curriculum
507(5)
The Changing Image of Cricket
512(3)
PART X SAME METAPHOR, DIFFERENT MEANINGS
515(30)
30 The Spanish Bullfight
516(18)
Cuadrillas
520(4)
Sol y Sombra
524(2)
The Pompous Entrance Parade
526(3)
Audience Involvement
529(2)
The Ritual of the Bullfight
531(3)
31 The Portuguese Bullfight
534(11)
Pride in Traditions
535(4)
Stratification Amid Unity
539(1)
Artistry and Human Gore
540(1)
Profitless Bravery
541(4)
PART XI POPULAR MUSIC AS CULTURAL METAPHORS
545(40)
32 The Brazilian Samba
546(19)
Small-Step Circularity
549(4)
Physical Touch
553(3)
Undulation
556(2)
Spontaneous Escape
558(3)
Paradox of Dancers
561(4)
33 The Argentine Tango
565(20)
The Tango's Evolution
567(2)
Tango Music and Composers
569(3)
The Dynamics of the Dance
572(2)
Tango Singers and Their Lyrics
574(4)
Gender Relations
578(1)
Applying What We've Learned
579(3)
Summary
582(3)
PART XII PERSPECTIVES ON CONTINENTS
585(28)
34 Australian Outdoor Recreational Activities
586(10)
Capturing the Imagination
587(3)
New Realities: Beyond Stereotypes
590(2)
Barbecue
592(1)
Equality Matching Among the Tall Poppies
592(4)
35 The Sub-Saharan African Bush Taxi
596(17)
A Short History of Africa
599(3)
African Time Orientation and Fatalism
602(3)
Communalism and Community Sharing
605(4)
Hierarchy in African Society: Seating Arrangements in the Bush Taxi
609(4)
References 613(25)
Photo Credits 638(2)
Index 640(16)
About the Authors 656
Martin J. Gannon (Ph.D., Graduate School of Business, Columbia University) is Professor Emeritus of Strategy and International Management at both the Smith School of Business, University of Maryland at College Park and the College of Business Administration, California State University San Marcos.  He is a three-time recipient of the Fulbright Professorship Award (West Germany, 1981-82; Thailand, 1987; and Austria, 2017-18). 

His other awards include: 1) The Outstanding Educator Award, International Division, 2014, Academy of Management, the largest and best known management and teaching organization in the world; 2) the University of Marylands International Landmark Award for his contributions in the global area, 2003; and 3) the Lifetime Achievement Award, Whos Who in America, 2018.  See below for additional awards.

Professor Gannon has been a Senior Research Fulbright Fellow in West Germany; the John F. Kennedy Foundation/Fulbright Professor at Thammasat University, Bangkok, Thailand; and the Fulbright Professor, Johannes Kepler University, Austria.  He has also been a visiting professor at the London Business School, Bocconi University (Italy), University College - Dublin, the University of Lodz (Poland), Wuhan University, Chulalongkorn University (Bangkok), and the University of Kassel and Tubingen University in Germany, and has lectured at many other universities in the world. 

 

At the Smith School of Business he served as the Acting Associate Dean for Academic Affairs, Founding Director of the Center for Global Business, Chairperson of the Faculty of Management and Organization, Co-founder and Co-director of the Small Business Development Center, and the Founding Director of the College Park Scholars Program in Business, Society, and the Economy (an undergraduate living-learning community).  He is the author of over 100 articles and papers as well as 13 books, some in multiple editions and translations (Korean, Spanish, and Italian).  He recently completed a draft of his 20th book.  See below.

 

Professor Gannon has emphasized three overlapping areas of programmatic or in-depth research: International management and behavior; business strategy; and the contingent workforce, particularly studies of temporary help employment. Much of his work in international management and behavior is described in depth in the book, Understanding Global Cultures: Metaphorical Journeys Through 31Nations, Clusters of Nations, Continents, and Diversity, 5th Edition (Sage, May, 2012, c. 2013, 639 pages; Korean translation, Myung In Publishers, 2013). Rajnandini Pillai joined him as co-author after the 3rd edition. The 6th edition was published in 2016 and includes 34 national cultures and their corresponding 34 cultural metaphors.  Although the publisher wanted a 7th edition, Professor Gannon decided to pursue other writing opportunities.

 

In this book Gannon introduced the concept of the cultural metaphor to describe the culture of a specific nation.  He defines a cultural metaphor as any institution, phenomenon or activity with which a nations citizens identify emotionally and/or cognitively, for example, the Swedish stuga or unadorned summer and weekend home. He then uses these metaphors and their distinctive features as frameworks to describe in depth the values and the associated business activities in each nation. The 6th and latest edition is divided into a fourteen-part framework to classify these 34 nations and their respective cultural metaphors, clusters of nations, continents, and diversity within nations into different types, e.g., authority ranking and market pricing national cultures as separate parts. 

 

In 2018 he was the senior author of a unique study of 28 cross-cultural experts.  The goal was the analysis of the relative advantages and disadvantages of the three most popular methods of comparing and contrasting national cultures: The dimensional perspective as represented by Geert Hofstede and other cross-cultural analysts; the cultural metaphor; and the cultural paradoxical approach.  See the publications below for this and other references. 

 

He recently completed a draft of his 20th book, A Memoir of Management Insights: The Strategic Realistic Method for Life and Career Success.  It combines three separate perspectives: A memoir; the management insights that the author has achieved through his many and varied activities; and a career or self-help book.  As in the case of his other books, this one is unique.  It is currently with an agent, who plans to submit it to 12 major publishers.

 

In the area of contingent employment, he has written many articles that have appeared in such journals as The Academy of Management Review, the Journal of Applied Psychology, and Industrial Relations.  He is also the senior co-author of  "Managing Without A Complete, Full-Time Workforce," that appeared in Flood, Gannon, Pauuwe, and Associates, Managing Without Traditional Methods: International Innovations in Human Resource Management (Addison-Wesley, 1996). 

 

In the area of business strategy, he is the co-author of the  Dynamics of Competitive Strategy (Sage, 1992), in which the authors develop a unique communication-information model of competitive interaction among firms in an industry, describe new methods for analyzing competitive moves and responses, and test hypotheses about such competitive interactions in four major industries.  Mr. Gannon is also the co-author of Strategic Management Skills (Addison-Wesley, 1986), which was a pioneering effort to train MBA students and managers in strategic case analysis and written and oral presentation skills.  In 2008 Ofer Meilich and Martin Gannon published an article, Redefining Value: Comparative Video Case Studies of Charles Shaw Winery and Thomas Kincade, in the Journal of Strategic Management Education.

 

As indicated above, Mr. Gannons research and writing have appeared in over 100 articles and papers.  Journals in which he has published include the Academy of Management Journal, The Academy of Management Review, Journal of Applied Psychology, Personnel Psychology, Industrial Relations, Monthly Labor Review, California Management Review, Business Horizons, Journal of Business Research, Journal of Business Venturing, International Journal of Management, International Journal of Intercultural Relations, Business & the Contemporary World, and the Journal of Accountancy.

 

Further, Professor Gannon has published several textbooks, including Management: Managing for Results (Allyn and Bacon, 1988, Spanish translation, 1996); Management: an Organizational Framework (Little, Brown and Co., 1977, and reprinted in a special edition of 10,000 copies by the Life Insurance Institute of America; second edition of this book, 1982); and Organizational Behavior (Little, Brown and Co., 1979).  His organizational framework of management was incorporated into the Introduction to Management course at the Army War College for many years.

 

Professor Gannon has taught a range of courses over a 50-year period for managers, MBA students, EMBA students, undergraduates, and doctoral students.  Currently he enjoys teaching Managing in Different Cultures; Cross-Cultural Negotiations; and Strategic Management. 

 

Professor Gannon has served as a consultant and trainer to a large number of organizations, including Chemical Bank of New York, the U.S. General Accounting Office, U.S. Office of Personnel Management, the Upjohn Company, the American Federation of Government Employees, ARINC, Northrop-Grumman and GEICO Insurance.  At GEICO he was the only external consultant on the design and presentation of the annual week-long Senior Management Training Program for ten years from which those promoted to Director and above were selected.. At Northrop-Grumman he served as the University of Maryland Academic Director of the IMPACT Training Program (International Management Program and Compliance Training), an internal certificate program required for advancement to international management positions. In 2008 he received a Career Contribution Award from GEICO.   Professor Gannon has served on and chaired numerous committees in universities and professional/academic associations.  He has lived and lectured in over 30 nations for various periods of time extending from one week to a year or more.