Hardback
Cross-Cultural Management
Critical Acclaim
Contributors
Contents
Critical Acclaim
‘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
– 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
Contributors
65 articles, dating from 1930 to 2001
Contributors include: N.J. Adler, P.W. Beamish, P.L. Berger, J.S. Black, J. Child, P. DiMaggio, C. Geertz, S. Ghosal, G. Hofstede, R.L. Tung
Contributors include: N.J. Adler, P.W. Beamish, P.L. Berger, J.S. Black, J. Child, P. DiMaggio, C. Geertz, S. Ghosal, G. Hofstede, R.L. Tung
Contents
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, François 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. O’Neill (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
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, François 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. O’Neill (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
