TY  - BOOK
AU  - French, Ray
TI  - Cross-cultural management in work organisations
SN  - 817371617X
U1  - 658 
PY  - 2008///
CY  - Hyderabad
PB  - Universities Press (India) Ltd.
N1  - Contents Acknowledgements and credits  ix List of figures and tables x PART 1: SETTING THE SCENE Chapter 1 Introduction  3 Objectives 3 Cross-cultural management - an everyday activity? 3 A multi-layered subject area 4 An emerging area 4 Non-cultural explanations  6 The centrality of ethics 7 A changing world  8 The organisation of this book  9 PART 2: CULTURE - USES AND LIMITATIONS  13 Chapter 2 The meaning(s) of culture  15 Objectives  15 Introduction  15 Defining culture  16 Levels of analysis  18 Dealing with the ecological fallacy  23 Culture change  24 Convergence and divergence  25 Interpreting culture profiles  27 Is national culture still meaningful?  27 Organisational culture  27 National and organisational culture - similarities 28 Linking the macro and micro levels  30 Non-cultural explanations  30 Chapter 3 Understanding models of culture  33 Objectives  33 Introduction  33 A twenty-first-century view  34 Geert Hofstede's pivotal contribution  37 The Chinese Value Survey and the fifth dimension  39 Utilising Hofstede's model of culture  40 Criticisms of Hofstede's work  41 At the core of cross-cultural studies: Kluckhohn and Strodtbeck's work  42 Fons Trompenaars' 7-D model: practical steps for doing business  43 Evaluating Trompenaars' work  46 Shalom Schwartz' universal values model 47 A potentially valuable departure  49 Cultural differences in communication style 50 Non-cultural explanations 52 Chapter 4 Conceptualising culture - the way forward 55 Objectives 55 Introduction 55 Evaluating bipolar value-based models of culture 56 An example of the emic approach - guanxi 57 A time for new research methods? 59 Senior managers as the object of study? 60 Some emerging theoretical approaches 61 Convergence, divergence, globalisation and cross-cultural management 62 A new domestic stage for cross-cultural management? 64 PART 3: CROSS-CULTURAL SOCIAL RELATIONS IN THE WORKPLACE 67 Chapter 5 Culture and organisation structure 69 Objectives 69 Introduction 69 Classical models of structure 70 The Chinese small business model 72 Alternatives to bureaucracy - adapting to 'contingencies'73 Contingent factors 75 Culture and the contingency approach 77 The institutional level 78 Do cultural values underlie organisation structure? 78 Contemporary and emerging structures 81 Culture and structure - a complex area 83 Chapter 6 Intercultural communication 87 Objectives 87 Introduction 87 The need for awareness 87 Stereotyping revisited 88 Other barriers to intercultural communication 90 Mixed messages and non-verbal communication 91 Enhancing intercultural communication 93 Cross-cultural theory and communication 95 The crucial contribution of Hall's low- and high-context model96 Chinese culture 97 Levels of communication  99 Chapter 7 Leadership 105 Objectives 105 Introduction 105 The traits approach 106 The behavioural approach 108 Implicit leadership theories 110 The contingency approach 112 Project GLOBE 113 Evaluation of Project GLOBE 119 The institutional level  119 Emerging twenty-first century approaches to leadership  120 Chapter 8 Motivation and exchange  123 Objectives  123 Introduction  123 Universal needs? 124 Self-actualisers?  124 Is the content approach to motivation culture-bound?  126 Positive psychology  126 Job characteristics: a universal link to motivation?  127 Needs and job characteristics models in different cultures - some evidence 129 How are people motivated? Orientations to work across cultures  132 Other 'process' models of motivation  135 Conclusion  137 Globalised motivational strategies138 PART 4: MANAGING ACROSS OR WITHIN CULTURES  141 Chapter 9 Intercultural competencies, training and ethics  143 Objectives 143 Introduction 143 Overcoming culture shock - the core intercultural competency? 143 The search for effective interventions 145 Intercultural competencies at home 147 Is cultural awareness sufficient? 149 Cross-cultural training - other considerations  151 The effectiveness of cross-cultural training  152 The ethical dimension 152 Ethics and the cross-cultural manager  154 Gender issues and ethics 156 Dealing with ethical dilemmas 157 Non-negotiable moral issues 158 Chapter 10 Culture and human resource management  161 Objectives 161 Introduction 161 International HRM in context  161 Varieties of capitalism 164 Culture and human resource management  166 Culture and the functional areas of HRM  167 The effect of culture - a mixed picture?  174 PART 5: LOOKING TO THE FUTURE  177 Chapter 11 Conclusions 179 Objectives 179 Comparing cultures - enduring evidence 179 Cultural values - some further considerations  181 Should cultures be compared?  184 Cross-cultural management in 'new' forms of organisation 184 Diversity and synergy - the future of cross-cultural management 187 Non-managerial approaches 188 Universalism or relativism? 189 Continuous change 189 References 190 Index 205
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