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Paradoxes of Culture and Globalization [Mīkstie vāki]

3.86/5 (12 ratings by Goodreads)
  • Formāts: Paperback / softback, 288 pages, height x width: 228x152 mm, weight: 400 g
  • Izdošanas datums: 05-Sep-2007
  • Izdevniecība: SAGE Publications Inc
  • ISBN-10: 1412940451
  • ISBN-13: 9781412940450
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  • Cena: 111,94 €
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  • Formāts: Paperback / softback, 288 pages, height x width: 228x152 mm, weight: 400 g
  • Izdošanas datums: 05-Sep-2007
  • Izdevniecība: SAGE Publications Inc
  • ISBN-10: 1412940451
  • ISBN-13: 9781412940450
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“A truly extraordinary book! The range of knowledge revealed by the author is quite astonishing and the material presented is done so in a clear and unambiguous writing style.“The book includes astonishingly varied perspectives on issues that will impact the hoped-for positive consequences of globalization. I felt I was being informed by an expert who grasps the complexity of the issues involved in ways that make them clear and useful. If I was teaching a course that had anything to do with globalization and/or culture, I would assign this book—and if I knew of someone who was being assigned to another country, I would require him or her to read this book.”

—Benjamin Schneider, Valtera Corporation and Professor Emeritus, University of Maryland

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.

Key Features

  • Highlights over 90 paradoxes structured in a question/discussion format to actively engage readers and provide an integrative overview of the book
  • Presents key issues at a higher and integrative level of analysis to avoid stereotyping particular cultures
  • Facilitates class discussions and the active involvement of class members in the learning process of culture and globalization.
  • Enlarges individuals’ conceptual understanding of cross-cultural issues
  • Focuses on both traditional and controversial topics including motivation and leadership across cultures, communicating and negotiating across cultures, immigration, religion, geography, economic development, business strategy, and international human resource management

Intended Audience

This is an excellent text for advanced undergraduate and graduate courses in International Management, International Business, Comparative Management, World Business Environment, Cross-Cultural Management, Cross-Cultural Communications, and Cultural Anthropology in the departments of business and management, communication, and anthropology.

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).

Recenzijas

"Paradoxes of Culture and Globalization belongs on the bookshelf of everyone interested in the interplay between culture and globalization. This book, as it stands, is an important contribution to the extant literature, especially for use in teaching international management. I recommend it heartily." -- Nakiye A. Boyacigiller "This is a very engaging read filled with real-life examples that both academics and practitioners will readily enjoy, and it introduces theory so deftly and in such a down-to-earth manner that even undergraduate students wont realize that they are learning communication theory." -- Nicole St. Germaine-Madison

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
1. Thinking Paradoxically
3
Essential Concepts
6
Paradoxes and Their Positive Features
8
Limitations
12
Takeaways
15
Discussion Questions
16
Exercises
16
2. Conceptualizing and Perceiving Culture
18
Conceptualizing Culture
19
Paradox 2.1. Why are there so many definitions of culture?
19
Paradox 2.2. Can there be a very large and a very small number of cultures?
22
Paradox 2.3. Can collectivists be self-centered and selfish?
24
Paradox 2.4. Value paradoxes exist in all cultures. For example, how can a national culture value freedom and dependence simultaneously?
26
Paradox 2.5. How are cultural values and cultural practices related?
27
Paradox 2.6. Does culture matter?
30
Paradox 2.7. Are demographics more important than culture?
31
Paradox 2.8. Should we advocate only one perspective on culture?
32
Perceiving Culture
34
Paradox 2.9. Do proper introductions and greetings simultaneously require kissing, bowing, and shaking hands?
34
Paradox 2.10. Are cultural stereotypes valid?
35
Paradox 2.11. Are the distinctions between levels of culture relevant in a globalizing world?
36
Paradox 2.12. Do insiders understand their own cultures better than outsiders do?
37
Paradox 2.13. Can global citizenship and the effects of root cultures exist simultaneously?
38
Paradox 2.14. Can cultures change quickly?
39
Takeaways
41
Discussion Questions
42
Exercise
42
Part II: Behavioral Issues 45
3. Leadership, Motivation, and Group Behavior Across Cultures
47
Leadership
47
Paradox 3.1. Framing leadership: Is the essence of leadership being stuck on the horns of a dilemma?
47
Paradox 3.2. Who is more effective, the instrumental-visionary-transformational leader or the headman?
53
Paradox 3.3. When should a leader allow subordinates to participate in decision making?
62
Paradox 3.4. Can an effective leader be someone who publicly humiliates subordinates?
63
Motivation
64
Paradox 3.5. Is the relationship between motivation and ability additive or multiplicative in the prediction of individual success and performance?
64
Paradox 3.6. Can an individually based need hierarchy exist in a collectivistic culture?
66
Paradox 3.7. Do effective executives attribute success to themselves or to others?
67
Group Behavior
69
Paradox 3.8. Do groups contain free riders, or are all members equally responsible contributors?
69
Paradox 3.9. In general and in small groups, do the personalities of individuals primarily reflect the influence of culture?
70
Paradox 3.10. Should multicultural small groups be managed differently from single-culture groups?
71
Takeaways
72
Discussion Questions
73
Exercises
74
Answers to the Two-Item Survey
74
4. Communicating Across Cultures
75
Language
77
Paradox 4.1. How can knowing the language of another culture be a disadvantage?
77
Paradox 4.2. How can languages be rapidly dying while becoming more influential?
80
Paradox 4.3. Critical words and phrases: How can there be immediate recognition by members of the culture and radically different interpretations?
81
Paradox 4.4. Are proverbs effective descriptors of a culture?
83
Context and Beyond
84
Paradox 4.5. Can a culture be simultaneously monochronic and polychronic?
86
Paradox 4.6. Can a culture be simultaneously low context and high context?
87
Symbolism
88
Paradox 4.7. How can the same phenomenon represent different symbolic meanings?
88
Paradox 4.8. How can the same phenomenon represent changing symbolic meanings?
89
Technology and Mediated Communication
90
Paradox 4.9. Can face-to-face and mediated communication be functionally equivalent, either individually or in small groups?
91
Paradox 4.10. Is the Internet integrating the world or creating wide differences?
93
Paradox 4.11. Is colonization or communitarianism winning in the battle for the Internet?
94
Paradox 4.12. Why is the information superhighway a poor metaphor for describing modern communication systems such as the Internet?
95
Takeaways
96
Discussion Questions
97
Exercise (Critical Incident)
97
5. Crossing Cultures
99
Culture-Based Ethics: Relativism and Universalism
100
Paradox 5.1. Are ethical norms and standards universal or relative to the situation?
100
Generic Cultures and Ethics
104
Paradox 5.2. Are there universal ethics across generic cultures, or do ethics vary by generic culture?
104
Expatriate Paradoxes
107
Paradox 5.3. Is the general stereotype of the host culture valid?
108
Paradox 5.4. How can the expat manager be simultaneously powerful and powerless?
108
Paradox 5.5. How can the expat manager be simultaneously free of home-country norms and restrained by host-country norms?
108
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
Paradox 5.7. How can the expat manager resolve the conflict between contradictory demands of the home office and the host-culture subsidiary?
110
Paradox 5.8. How can the expat manager simultaneously give up some home-country values and strengthen other home-country values?
111
Paradox 5.9. Is it possible for the expat manager to become more cosmopolitan and more idiosyncratic simultaneously?
112
Paradox 5.10. How can the expat manager simultaneously think well of the host culture and avoid being taken advantage of?
112
Paradox 5.11. How can the expat manager be simultaneously at home anywhere in the world and fit comfortably nowhere?
113
Understanding Cross-Cultural Interactions via Cultural Sensemaking
114
Reentry Into the Home Culture
116
Takeaways
117
Discussion Questions
118
Exercises
118
Answers to the Two-Item Survey
119
6. Cross-Cultural Negotiations
120
Fundamentals and Best Practices
120
Case Study: Entering the Chinese Market
126
Negotiating Metaphors
129
Paradox 6.1. Is chess more influential than the Chinese board game of Go for strategy and negotiation?
130
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
Paradox 6.3. When negotiating, is it best to make the opening offer or respond to it?
132
Time, Face, and the Yin-Yang Dynamic
135
Paradox 6.4. How can time be considered as three circles (past, present, and future) as well as only one circle?
135
Paradox 6.5. Is the yin-yang dynamic exclusively Asian?
138
Paradox 6.6. Is there only one type of face?
138
Takeaways
140
Discussion Questions
140
Case Study: Generator and Its Asian Partners
141
Part III: The Broader Context 143
7. Multiethnicity, Religion, Geography, and Immigration
145
Multiethnicity
146
Paradox 7.1. Do multiethnic groups impede or facilitate the formation of national cultures?
147
Paradox 7.2. Is there or will there be a clash of civilizations?
148
Paradox 7.3. Can national cultures exist in a multiethnic and borderless world?
151
Paradox 7.4. Should all cultural practices be equally acceptable?
152
Religion
153
Paradox 7.5. Must religion be anthropomorphic?
154
Paradox 7.6. Does a religion necessarily require dogmas and creeds?
156
Geography
158
Paradox 7.7. Do geographic maps reflect cultural beliefs?
158
Paradox 7.8. Has the "death of distance" nullified the importance of geography?
159
Immigration
160
Paradox 7.9. Will the issue of immigration derail globalization?
162
Paradox 7.10. Can restricting immigration facilitate and promote it?
164
Paradox 7.11. Is immigration compatible with an equality-matching culture?
165
Takeaways
166
Discussion Questions
167
Exercises 168 Answer to What Happened: Generator and Its Asian Partners
168
8. Economic Development and Culture
169
Background
169
Trade, Democracy, and Open and Free Markets
176
Paradox 8.1. Are democracy and free markets antithetical to each other?
177
Paradox 8.2. Does trust increase trade among nations? Does increased trade lead to conflict and war among nations?
178
Culture and Change
180
Paradox 8.3. Are institutions more important than culture for explaining economic development?
180
Paradox 8.4. Do economic development and globalization lead to individualism?
184
Paradox 8.5. Why do citizens vote for and accept stationary bandits as political leaders?
186
Takeaways
187
Discussion Questions
188
Exercises
189
9. Globalization and Culture
190
Risk
191
Paradox 9.1. Can global economic integration occur without political and cultural integration?
191
Paradox 9.2. Is globalization a myth?
193
Paradox 9.3. Is globalization an old or a new phenomenon?
194
Uncertainty
197
Paradox 9.4. Is there a reasonable probability that a global financial collapse will occur and undermine globalization?
197
Paradox 9.5. Does globalization encourage nationalism?
198
Paradox 9.6. Are nations becoming simultaneously more and less powerful because of globalization?
199
Paradox 9.7. Can one nation dominate the global economy and political system?
200
Paradox 9.8. Is globalization doomed?
201
Political and Social Issues
202
Paradox 9.9. Does globalization increase prosperity and inequality simultaneously?
203
Paradox 9.10. Who are the winners and losers in a globalizing world?
204
Paradox 9.11. Is increased education the antidote for outsourcing?
205
Takeaways
207
Discussion Questions
208
Exercises
209
10. Business Strategy, Business Functions, and International Human Resource Management
210
Business Strategy
212
Paradox 10.1. Is there an ideal mode for entering the global marketplace?
212
Paradox 10.2. Is there an ideal structure for the global firm?
214
Paradox 10.3. Are organizations worldwide becoming more similar?
215
Paradox 10.4. Is China a very large or a very small market?
216
Business Functions
217
Paradox 10.5. Can accounting and financial systems of companies and financial institutions be standardized throughout the world?
218
Paradox 10.6. Should global advertising and marketing be tailored to each national and ethnic culture?
218
Paradox 10.7. Is it possible to create and operate an airplane-based metropolis (the aerotropolis) for efficient global logistics and transportation?
219
IHRM
220
Paradox 10.8. How can IHRM be both central and peripheral when going global?
220
Paradox 10.9. How should the conflict between internal pay equity and the forces of the external labor market be resolved?
221
Paradox 10.10. Should multinational corporations impose their values when going global?
222
Paradox 10.11. Which works best in a global firm, individual-based or group-based reward systems?
223
Paradox 10.12. Is the role of IHRM different from that of domestic-only HRM?
224
Paradox 10.13. Are HRM requirements similar throughout the globalizing world?
226
Takeaways
227
Discussion Questions
228
Exercise
228
References 229
Index 240
About the Author 263
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.