This book provides professionals with an easy reference resource for successfully implementing a performance management system in a multinational company. Providing research-based strategies for reconciling the global-local dilemma is the focus of the book. The authors explore principles drawn from extensive research in human resources and cross-cultural management. They focus on the critical process of defining, measuring, and rewarding performance in multinational organizations, emphasizing the importance of managing a workforce effectively in today's highly competitive, globalized environment. A real-world case study is woven throughout the book to illustrate further the challenges organizations face when developing strategies, facilitating equivalent and consistent treatment, and contributing to the global mobility of talent. Rewarding Performance Globally will benefit senior-level HR professionals, and will also interest students of international management, human resource management, and cross-cultural management.

This book provides professionals with an easy reference resource for successfully implementing a performance management system in a multinational company. Providing research-based strategies for reconciling the global-local dilemma is the focus of the book. The authors explore principles drawn from extensive research in human resources and cross-cultural management. They focus on the critical process of defining, measuring, and rewarding performance in multinational organizations, emphasizing the importance of managing a workforce effectively in today's highly competitive, globalized environment. A real-world case study is woven throughout the book to illustrate further the challenges organizations face when developing strategies, facilitating equivalent and consistent treatment, and contributing to the global mobility of talent. Rewarding Performance Globally will benefit senior-level HR professionals, and will also interest students of international management, human resource management, and cross-cultural management.

Managing Change Across Corporate Cultures peels away the mysteries of corporate culture to reveal why it has such a powerful influence on every aspect of the performance of a business. It shows how to shape high-performing corporate cultures in a complex international environment.

As the natural successor to Fons Trompenaars and Charles Hampden-Turner's landmark bestseller, Riding the Waves of Culture, Managing Change Across Corporate Cultures shows exactly how to create an environment where astonishing business breakthroughs are possible. You will also learn how to renew cultures as part of change and how to integrate cultures successfully following mergers, acquisitions and joint ventures.

New research shows that in cross-border business, differences in corporate culture have more far-reaching repercussions than even differences in national cultures. Never before has there been such enormous interest in shaping and changing the cultures of our businesses, whether to revitalise them after restructuring or to provide the glue that holds them together through the sea changes of globalization.

For over 25 years, Riding the Waves of Culture has set the standard for leading effectively in an international business context. Helping leaders to be highly attuned to cultural differences, and to leverage such differences for maximum competitive advantage. Retaining its in-depth exploration of underlying cultural frameworks that have made it a business classic, Riding the Waves of Culture, Fourth Edition provides new, evidence-based information and insights on critical business matters, including: - How to enhance and improve chances of success in M&A deals by expertly handling corporate and cultural differences - Ways of improving and handling competencies, dilemmas, servant leadership, innovation, and remote-team effectiveness in an increasingly diverse business world - New analyses of changes over the past decades that are moving the world closer to a single 'global village' Renowned experts in their field, the authors also include new chapters and updates on: - the meaning of culture - how to assess cultural competence - change management - assessing organisation culture - diversity and ethnicity The most thoroughly researched and highly respected resource of its kind, Riding the Waves of Culture does more than help you stay afloat in today's diverse work environment; it provides the knowledge you need to seize the advantage and compete for the long run.

Did the Pedestrian Die? is an accumulation of a decade of research into cultural diversity across the globe with a wide range of client organizations. Trompenaars and his research team have identified the issues that really make a difference at the level of the individual and the organization as a whole. In addition to his well-established cross-cultural database of 70,000 managers from across the world, Trompenaars has more recently interviewed thousands of business leaders and managers to understand the challenges and concerns they face, the tensions between competing priorities, demands and values.
Often humorous, always inspiring, Did the Pedestrian Die? collects the insights of the world's most sought-after culture guru and shows how they can be put to immediate effect in any organization.

For HR directors, corporate trainers, college administrators, diversity trainers and study abroad educators, this book provides a cutting-edge framework and an innovative collection of ready-to-use tools and activities to help build cultural competence from the basics of understanding core concepts of culture to the complex work of negotiating identity and resolving cultural differences."Building Cultural Competence" presents the latest work in the intercultural field and provides step-by-step instructions for how to effectively work with the new models, frameworks, and exercises for building learners cultural competence. Featuring fresh activities and tools from experienced coaches, trainers, and facilitators from around the globe, this collection of over 50 easy-to-use activities and models has been used successfully worldwide in settings that range from Fortune 500 corporations to the World Bank, non-profits, and universities. Learn updates on classic models like the DIE (Description, Interpretation, Evaluation) framework and the U-Curve model of adjustment. Engage in new exercises to help build intercultural competence, using the practical step-by-step guidance on how to effectively facilitate these activities. Stay relevant and have positive impact with clients, organizations, and students with these well-organized, easy-to-implement, and high impact collection of frameworks, models, and activities.The new, research-based models work for developing cultural competence in any environment, and for designing effective cultural competence courses. Education abroad administrators will be able to use these activities in their pre- departure orientations for students going abroad. Corporate human resource professionals will find these activities invaluable in cultural competence building programs."

For HR directors, corporate trainers, college administrators, diversity trainers and study abroad educators, this book provides a cutting-edge framework and an innovative collection of ready-to-use tools and activities to help build cultural competence from the basics of understanding core concepts of culture to the complex work of negotiating identity and resolving cultural differences."Building Cultural Competence" presents the latest work in the intercultural field and provides step-by-step instructions for how to effectively work with the new models, frameworks, and exercises for building learners cultural competence. Featuring fresh activities and tools from experienced coaches, trainers, and facilitators from around the globe, this collection of over 50 easy-to-use activities and models has been used successfully worldwide in settings that range from Fortune 500 corporations to the World Bank, non-profits, and universities. Learn updates on classic models like the DIE (Description, Interpretation, Evaluation) framework and the U-Curve model of adjustment. Engage in new exercises to help build intercultural competence, using the practical step-by-step guidance on how to effectively facilitate these activities. Stay relevant and have positive impact with clients, organizations, and students with these well-organized, easy-to-implement, and high impact collection of frameworks, models, and activities.The new, research-based models work for developing cultural competence in any environment, and for designing effective cultural competence courses. Education abroad administrators will be able to use these activities in their pre- departure orientations for students going abroad. Corporate human resource professionals will find these activities invaluable in cultural competence building programs."

Never before has there been such a period of intense change at every level of our society. Almost everything that we took for granted is now open to debate, whether that be the relationship that Britain has with the rest of the world or, at a more personal level, how the company we work for adapts to an increasingly competitive marketplace, and how that will affect our jobs. Everything is up for debate. What we are all searching for is clarity, insights and a reminder of the lessons of history that are in danger of being forgotten. Fortunately, there is someone who has the answers, or at the very least, some insightful questions that should be asked. Capitalism in Crisis is the combined insights of three of the world's top analytical brains who have been guiding businesses and governments in their quest to find answers and shape strategy. In this two-volume work, they have laid out the problems and shown the solutions in a highly accessible way using illustrations as well as text. They have proved that a picture is indeed worth much more than a thousand words.

"Business Across Cultures" is the keystone book in the Culture for Business series. It provides an overview of all subjects tackled in the other books of the series. Its particular aim is to provide executives with a cross-cultural perspective on how companies meet the diverse needs of customers, investors and employees; to introduce the main ideas in business in a multicultural context; and to show how they all fit together.

The marketing process is beset by dilemmas and Marketing Across Cultures is a cornerstone book in the Culture for Business series. Trompenaars and Woolliams show how we can understand different markets and customer needs in a wide range of cultural contexts.

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.

A leadership blueprint for managing cross-cultural issues in any M&A deal

In our rapidly expanding and increasingly volatile global economy, mergers and acquisitions are becoming the strategy of choice for businesses seeking to stimulate growth while managing risk. As more and more M&A deals are struck between global organizations, difficult new issues involving cultural differences have arisen.

In "The Global M&A Tango," international management experts Fons Trompenaars and Maarten Nijhoff Asser explain how to detect and manage these issues before they become major problems.

Drawing on the world-renowned Trompenaars Hampden-Turner Cross-Cultural Database and Culture Compass, the authors illustrate how widely cultures can differ and, by reconciling the dilemmas created by that difference, how they can be integrated quickly, efficiently, and effectively.

"The Global M&A Tango" helps you meet all the challenges of cross-national M&A by: Creating common mission, vision, strategy, and values Developing trust across value boundaries Enabling people with different cultural perspectives to engage in valuable discussions

Change-management programs all too often ignore the culture perspectives of the individuals and groups involved--and it's often why organizations fail to realize the benefits that prompted the integration in the first place.

With "The Global M&A Tango," you have everything you need to integrate two old entities into a powerful new organization poised for dramatic growth in the coming decades.

The authors of the international bestseller "Riding the Waves of Culture" broaden their focus to help you employ the diversity in your organization to foster innovation.

Companies that successfully harness employees' creativity and convert it to business innovation are leading the charge today. While this isn't a brand-new concept, no one has explained how connections between people initially remote from each other generate innovation--until now. "Riding the Waves of Innovation" fills the void.

The key is for leaders and managers like you to carefully address and make the most of the three entities that are most vital to your business's approach to driving innovation throughout your global culture: The individuals who compose your team.
"Are you encouraging them to champion innovation and bring it to fruition?" You'll learn how such methodologies as the Myers- Briggs Type Indicator and Kolb's Learning Style Inventory can be developed to avoid stereotyping your people and build effective teams. Your teams.
"Are you encouraging them to innovate?"
Fons Trompenaars and Charles Hampden-Turner teach you to define the role best suited for each team member; reconcile any differences between, or amongst, them; and ensure that their work together is optimized. Your organization.
"Does it maintain a global culture of innovation?" The authors' in-depth research, playfully illustrated via inventive graphs and business-world anecdotes, will teach you to ensure that adaptability, shared goals and values, reliability, and commitment are all universally acknowledged and embraced aspects of your business's corporate culture.

We are all under new pressure to produce more for less money--and in less time. Ultimately, this cannot be done unless bosses are able to--in service of their organization--bring out the best in their people.

That is the essence of servant-leadership, the management philosophy originally outlined by organizational expert Robert Greenleaf in the 1970s. It's a philosophy whose time has truly come. The mission statement of TDIndustries, a regular on Fortune's list of 100 Best Companies to Work for in America, prioritizes "intense 'people development' efforts, including substantial training budgets." When an error at Motorola caused $100,000 in damages to equipment, no heads rolled; instead, the responsible employee was encouraged to develop a system based on what he'd learned; all told, Motorola saved more than a million dollars. When Sematech, the International Institute for Semiconductors, joined with competitors like Intel, AMD, Siemens, and Sony, the result was smarter and better business for all, via shared innovation and communication.

For such progressive companies, mere institutional power is no longer enough. Their secret is the empowerment that servant-leadership provides, and it can make the difference between the success of your organization and its downfall.

With "Servant-Leadership Across Cultures," you'll come to understand how and why doing the right thing pays off for everyone--not just for your business partners, but for the world.

21 Leaders for the 21st Century redefines leadership. Trompenaars and Hampden-Turner tap into the wisdom of high-performing leaders from around the globe, from Michael Dell to Acer9s Stan Shih and from Richard Branson to Russian politician and banker, Sergei Kiriyenko. These business giants candidly reveal their personal experiences of business dilemmas. 21 Leaders for the 21st Century uses these important insights into the nature of leadership to show today9s managers how to understand and use the seven dilemmas of leadership.

The one-stop resource to 100+ powerful management methods

"100+ Management Models" offers a quick overview of the key features and potential applications of each of the most important models in nine different categories: sustainability, innovation, strategy, diversity, customers, human resources, benchmarking, leadership, and implementation. Each section concludes with a summary of the key dilemmas that tend to emerge from the particular function, along with analysis of potential solutions.

Fons Trompenaars is a world expert on international management and the author of the global bestseller "Riding the Waves of Culture." He is a recipient of the International Professional Practice Area Research Award by the American Society for Training and Development (ASTD).
Piet Hein Coebergh is an expert in formulating and communicating corporate strategy. He is a lecturer at the University of Applied Sciences, Leiden, and managing consultant at Coebergh Communications & PR.

There are two volumes to Capitalism in Crisis. Volume 1 investigates what has gone wrong. Volume 2 responds to the challenge laid down in Volume 1. In Volume 1, we argued that shareholders and the financial sector of the economy had become severed from stakeholders within companies who do the work and create the wealth we all enjoy. This has led to gross inequality with declining rewards for those working in the real economy on productive tasks. In turn, this has reduced wages and diverted funds from the most important contributors. We are less productive and innovative as a consequence. In this volume, we will address the subject of values. We will argue that values have scientific and verifiable meanings and it is possible to determine with great accuracy the kind of valuing that contributes to our integrity and the values that tear us apart. We criticise the contention of positivists that values are entirely subjective, have no testable meaning and are mere matters of taste, like the taste buds on tongues. We believe this doctrine has betrayed generations of students and must come to an end. Once we have restored values to their proper place, we will see who in our society creates wealth and value and who does not, who threatens democracy and who supports it. All values are really differences, and we need to reconcile these differences to remain civilized and in dialogue with one another.

Cross-cultural competence is a skill that has become increasingly essential for the managers in multinational companies. For other business people, this kind of competence may spell the difference between surviving and perishing in the new global economy. This book focuses on the dilemmas of these managers and offers constructive advice on dealing with culture shock and turning it to business advantage. Opposing values can be understood as complementary and reconcilable, say Charles Hampden-Turner and Fons Trompenaars. A manager who concentrates on integrating rather than polarizing values will make much better business decisions. Furthermore, the authors show, wealth is actually created by reconciling values-in-conflict.

Based on fourteen years of research involving nearly 50,000 managerial respondents and on the authors' extensive experience in international business, the book compares American cultural values to those of more than forty other nations. It explores six culture-defining dimensions and their reverse images (universalism-particularism, individualism-communitarianism, specificity-diffusion, achieved status-ascribed status, inner direction-outer direction, and sequential time-synchronous time) and discusses them as alternative ways of coping with life's -- and business's -- exigencies. With humor, cartoons, and an array of business examples, the authors demonstrate how the reconciliation of cultural differences can cause whole organizations to grow healthier, wealthier, and wiser.