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Readings and Cases in International Management A Cross-Cultural Perspective

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Beschreibung

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...

Beschreibung

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.

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

11.06.2003

Verlag SAGE Publications
Seitenzahl

402

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

11.06.2003

Verlag SAGE Publications
Seitenzahl

402

Maße (L/B/H)

25.4/17.8/2.2 cm

Gewicht

753 g

Sprache

Englisch

ISBN

978-0-7619-2637-5

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: Readings and Cases in International Management
  • Produktbild: Readings and Cases in International Management
  • 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