Cross Cultural
Management
Textbook
is
a
practical
course book
that
synthesizes
in
a
practical
way
contemporary
cross cultural
communication
and
management
knowledge
for
students
and
professionals.
It
is
the
team
work
from
twelve
well respected
world
authorities
who
represent
a
variety
of
countries
and
cultures.
Designed
to
prepare
students
from
diverse
backgrounds
to
comprehend
the
influence
of
culture
in
management
and
communication,
it
helps
them
develop
the
behaviors
and
skills
necessary
to
rapidly
adapt
to
a
world
where
cultures
mix
as
never
before.
Each
contributor
is
a
published
author
on
topics
constituting
the
field
of
cross cultural
management
today.
With
the
active
support
of
several
European
universities,
this
comprehensive
12 chapter
textbook
includes
up to date
theories
illustrated
by
real
life
examples,
case
studies
and
workshops,
all
regrouped
as
an
easy
to use
manual.
The
contributions
of
the
international
practitioners
and
professors
in
this
field
provide
expert
knowledge.
This
extensive
authoritative
textbook
is
the
missing
link
between
various
writings
of
renowned
academics
and
specialists
and
the
pragmatic
approach
of
real
world
of
practitioners
who
are
confronted
daily
with
intercultural
situations.
CHAPTERS’
OVERVIEW
Prologue
The
intelligence
of
cooperation
Most
literature
about
cross culture
begins
with
the
unsaid
postulate
that
readers
want
to
communicate
and
cooperate
better
across
cultures.
Yet
rarely
is
it
explained
that
cooperation
is
a
winning
strategy
in
itself.
So,
before
willingness
to
improve
co operation
across
cultures,
it
is
worth
understanding
why
cooperation
is
needed
in
the
first
place.
Juliette
Tournand,
an
executive
coach,
explains
in
this
opening
chapter,
how
the
conjunction
of
theories
and
research
from
three
larger
than
life
experts,
Sun
Tsu,
Axelrod
and
Rapoport
leads
us
to
the
evidence
that
working
together
is
always
the
right
thing
to
do.
Chapter
1
Comparing
cultures
The
introductory
chapter
presents
culture
as
a
concept
that
has
multiple
shapes.
Culture
is
represented
in
different
ways
and
all
are
equally
valid
even
if
one
paradigm
remains:
culture
has
layers.
From
superficial
elements
to
its
core,
culture
is
analyzed
exclusively
through
its
artifacts.
With
the
help
of
ethology,
Jerome
Dumetz
explains
how
we
came
to
compare
one
culture
with
another,
introducing
the
concept
of
cultural
dimensions
as
an
essential
step
to
comprehend
the
rest
of
the
textbook.
Chapter
2
Cross cultural
research
as
of
today
If
this
textbook
is
a
true
multicultural
collective
work,
this
chapter
is
its
ultimate
representation.
Coordinated
by
the
Cross Cultural
Management
and
Emerging
Markets
Center
of
the
University
of
Applied
Science
of
Steyr,
in
Austria,
it
is
has
been
sourced
by
nearly
all
the
co authors
of
the
book.
In
this
chapter
we
review
all
the
early
and
contemporary
authors
who
made
cross cultural
research
what
it
is
today.
From
ethnology,
sociology
or
semiotics,
all
the
roots
of
cross culture
are
explored.
Several
key
models
of
cross cultural
management
are
also
presented
to
give
the
reader
a
plurality
of
options
with
neutral
pros
and
cons
analysis.
Chapter
3
Culture
and
communication
Communication
is
usually
associated
with
management
where
culture
is
concerned.
It
is
true
that
a
great
deal
of
management
has
to
do
with
communication.
How
we
communicate
our
ideas
will
influence
how
our
management
is
understood.
This
is
why
Jerome
Dumetz
focuses
on
communication
in
a
cultural
context.
As
well
as
verbal
and
non
verbal
communication,
the
chapter
also
provides
many
examples
of
paralinguistic
communication.
Chapter
4
Cultural
dimensions
relating
to
people
Fons
Trompenaars,
renowned
cross cultural
guru,
shares
his
understanding
of
the
key
cultural
dimensions
impacting
our
interaction
with
others.
Do
we
value
more
common
rules
or
our
particular
relationship
with
people?
Should
our
decisions
serve
the
community
or
should
the
individual
be
placed
before
the
group?
How
much
do
we
allow
others
to
be
engaged
in
our
private
life
and
how
do
we
accord
status
to
people?
All
of
these
issues
are
approached
from
a
cross cultural
perspective.
Chapter
5
Cultural
dimensions
relating
to
time
Time
is
another
key
cultural
element.
Cultures
around
the
world
have
a
very
different
comprehension
of
this
physical
dimension.
We
are
all
confronted
by
various
types
of
time,
and
we
review
many
of
them.
In
this
chapter,
Fons
Trompenaars
presents
the
cultural
dimensions
that
are
linked
with
time.
He
addresses
a
number
of
questions:
Do
we
prefer
to
“see”
time
as
a
linear
process
or
a
circular
one?
What
is
our
appreciation
of
the
past,
the
present
and
future;
what
is
our
time
perspective:
long
or
short
term?
Chapter
6
Cultural
dimensions
relating
to
the
world
Joerg
Schmitz,
consultant
and
author
of
one
of
the
mostly
used
cross
cultural
models,
introduces
the
various
cultural
dimensions
related
to
the
world.
In
detail,
this
chapter
questions
our
values
regarding
the
relative
and
how
we
relate
to
space
around
us
are
described
in
detail
and
with
practical
examples.
Chapter
7
Trust
as
a
cultural
dimension
One
more
dimension
is
presented
in
this
textbook:
Trust.
Not
always
recognized
as
an
academic
cultural
dimension,
yet
most
practitioners
made
reference
to
it
when
describing
behaviors.
Acclaimed
specialist
Stephen
M.
R
Covey
shares
his
insights
into
this
essential
dimension.
Chapter
8
Organizational
culture
Each
of
us
belongs
to
several
cultures.
In
a
managerial
environment
the
organizational
culture
often
takes
front
stage.
Peter
Woolliams,
both
an
academic
and
a
consultant,
explores
how
this
concept
emerged
and
how
much
it
is
fundamental
to
our
understanding
of
norms
and
values
in
the
corporate
world.
He
also
goes
on
to
combine
Trompenaars’
dimensions
to
create
four
main
types
of
organizational
culture
to
help
us
interpret
the
dynamics
of
our
own
institutions.
Chapter
9
Teams
and
culture
What
makes
a
successful
team?,
How
can
each
member
play
a
particular
and
necessary
role
especially
when
the
team
is
multi cultural?
Meredith
Belbin
is
the
world
authority
on
team
roles
and
is
the
creator
of
this
management
concept.
In
this
chapter
he
details
the
nine
roles
comprising
the
perfect
team
and
provides
tools
to
help
us
compare
the
various
roles
as
we
compare
cultures
in
the
rest
of
the
book.
Chapter
10
Reconciliation
of
cultural
dichotomies
Author
of
many
publications
in
the
field
of
management,
Charles
Hampden Turner
is
the
creator
of
the
Dilemma
Theory
presented
in
the
use
of
multiple
examples
and
illustrations
from
previous
chapters,
they
investigate
the
gap
between
the
Western
and
the
Asian
perspective
in
the
textbook
are
reconciled
in
order
to
provide
practical
answers
to
theoretical
questions.
Chapter
11
Culture
and
marketing
In
this
very
hands on
chapter,
marketing
professor
Olga
Saginova
puts
into
practice
the
many
concepts
presented
in
the
previous
chapters.
management
in
marketing
and
links
concepts
with
real life
cases.
Chapter
12
The
challenge
of
culture
in
expatriation
One
of
the
most
respected
practitioners
of
cross cultural
training,
Dean
Foster
contributes
practical
and
useful
tips
that
can
be
applied
when
confronting
a
new
culture.
Taken
from
his
extensive
experience,
the
chapter
concludes
the
textbook
with
advice
that
can
be
put
into
practice
immediately
outside
the
classroom
or
in
the
workplace.
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