Redding (Asian business, INSEAD, France) and Stening (management, Australian National U.) present a pair of readers that discuss the importance of culture in global management and business. The first volume sets out the theoretical context of the discussion, with 21 papers, many being classics from anthropology and sociology, addressing such broad themes as how culture shapes society, the relationship between culture and the economy, investigating intercultural difference, and the intersections between culture and management science. The second volume, containing 44 essays, look at more practical concerns and are drawn mostly from management and business journals. They address issues of multinational management, cultural diversity within organizations, negotiation across cultures, international joint ventures and strategic alliances, expatriation and repatriation personnel issues, and corporate social responsibility within cross-cultural contexts. Annotation (c) Book News, Inc., Portland, OR (booknews.com)
Recenzijas
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. -- V. Chandra, Global Business Review The dual volume set Cross-Cultural Management is by any measure a definitive work. In total it contains probably an aggregation of the best writings on culture. Whilst other separate single works stand alone this set serves to provide some of the most definitive analysis undertaken. . . The collection of works is at one level academic and appears that way but at another level is extremely well referenced and easy to access. The effective linking together of definitive studies by world class academics and others provides an excellent repository of much of the definitive research undertaken over the past 40 years. The editors have chosen very carefully material which aligns itself to their overall framework and, indeed, the explanations offered at the beginning of volume one frame the material superbly. Having established a sound theory base in volume one the editors then draw our attention to the side array of cultural differences with which people in management are confronted today. From a human resources management viewpoint, for example, there are no areas left untouched. . . From an applied viewpoint, apart from the excellent research facility afforded by these books, they offer first rate assistance to the educator, to the learning and development professional and to the human resource professional, particularly from an advisory viewpoint. Universities and major global entities will buy these books and senior HR professionals and consulting firms will as well. They are an excellent acquisition to the current material available. -- Geoffrey N. De Lacy, Australian Human Resource Institute Journal Professors Redding and Stening have done a masterful job of both framing the key areas of cross-cultural management and selecting an excellent mix of classic and modern readings. These two volumes are must reading and cover conceptual and empirical articles which have shaped, and are redefining, the field. Students, professors and practitioners will all benefit enormously from the editors work and judgement. Thanks for your significant contribution to us. -- Joseph J. DiStefano, IMD International Institute for Management Development, Lausanne, Switzerland Professors Redding and Stening, as leaders in the field, have done a superb job in putting together some of the key research articles into two volumes, both are a must read for business executives and research scholars interested in cross-cultural management. -- Tan Chin Tiong, Singapore Management University, Singapore A much needed volume combining the theory and application of cross-cultural management, by two authors who have had teaching and research experiences in every corner of the globe. -- Chong Ju Choi, Australian National University, Australia
Contents:
Volume I: The Theory of Culture
Acknowledgements
Introduction Gordon Redding and Bruce W. Stening
PART I WHAT 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, Franēois Sellier and Jean-Jacques Silvestre ([ 1982] 1986),
Appendix: Societal Analysis as a Critical and Theoretical Tool
PART II HOW 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 III CULTURE 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 IV MAPPING 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 V PUTTING 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 Index
Volume II: Managing Cultural Differences
Acknowledgements
Introduction Gordon Redding and Bruce W. Stening
PART I GLOBALIZATION 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. ONeill (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 II MANAGING 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 III MANAGING 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 IV NEGOTIATING 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 V INTERNATIONAL 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 VI EXPATRIATION 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 VII ETHICS 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
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
