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'This book is an excellent collection of practical and useful cases
in cross-cultural management, with some that are very different
from what we would call ''traditional'' cases in cross-cultural
management. They are excellent teaching material with an
introduction and a conclusion that show students and practitioners
how meanings are negotiated in diverse and complex cross-cultural
situations.' - Marie-Therese Claes, Louvain School of Management,
Belgium 'A fascinating book for both the diversity of cultures that
are touched upon (from Asia and Africa to Europe and America) and
the cultural analyses that are made of various management
situations resulting from the transfer of management techniques
across countries or the encountering of those embedded in different
cultures.' - Philippe d'Iribarne, CNRS, France 'A group of
multidisciplinary authors from various countries and cultures bring
rich experience to this volume. The focus on real-life situations
offers a fresh perspective on culture in organizations and
management through in-depth case studies including both academic
and pedagogical sides. It addresses multi-level cross-cultural
issues of international strategic importance for globalizing
workplaces. This insightful book is excellent reading for
practitioners as well as scholars and students interested in
applications in the field of cross-cultural management.' - Cordula
Barzantny, Toulouse Business School, France 'This volume offers an
insightful introduction to qualitative field research aiming to
understand the dynamics in intercultural business interactions.
Based on the findings provided in ten rich cases from Asia, Europe,
North Africa, USA and Latin America, the editors also propose
strategies for more effective collaboration in challenging
multiple-cultures contexts. The authors and editors have succeeded
in transforming the field studies into cases that are stimulating
and thought provoking readings, both for practitioners and students
of cross-cultural management.' - Anne-Marie Soderberg, Copenhagen
Business School, Denmark The cases draw on field research revealing
challenges and insights from working across nations and cultures.
Each case provides recommendations for practitioners that are
developed into a framework for effective intercultural interactions
as well as offering illustrations and insights on how to handle
actual cross-cultural issues. This enriching book covers various
topics including international collaborations across and within
multinational companies, organizational culture in international
joint ventures and knowledge transfer. Based on empirical fieldwork
and qualitative analyses, this path-breaking book will appeal to
graduate and postgraduate students in international management as
well as practitioners. Contributors: G. Azevedo, C.I. Barmeyer, S.
Chevrier, L. Clausen, E. Davoine, G. Hollinshead, J. Lemmergaard,
J. Mahadevan, S. Michailova, S.L. Muhr, H. Primecz, I. Rittenhofer,
L. Romani, S.A. Sackmann, S. Tukiainen, H. Yousfi
This book is a collection of 16 empirical cases in critical
Cross-Cultural Management (CCM). All cases approach culture in CCM
beyond national cultures, and all examine power as an integrative
part of any cross-cultural situation. The cases also consider
diversity in the sense of culturally or historically learned
categorizations of difference (such as gender, race, ethnicity,
religion and class), and acknowledge how diversity categories might
differ across cultures. Furthermore, each case suggests a specific
method or concept for improving upon the situation. Out of this
approach, novel insights emerge: we can see how culture, power and
diversity categories are inseparable, and we can understand how
exactly this is the case. The uses and benefits of this book are
thus both conceptual and methodological; they emerge at the
intersections of Critical CCM and diversity studies. All cases also
discuss implications for practitioners and are suitable for
teaching. Mainstream CCM often limits itself to comparative models
or cultural dimensions. This approach is widely critiqued for its
simplicity but is equally used for the exact same reason. Often,
academics teach this approach whilst cautioning students against
implementing it, and this might be simply due to a lack of
alternatives. Through means of rich empirical cases, this book
offers such an alternative. Considering the intersections of
culture, diversity and power enables students, researchers and
practitioners alike to see 'more' or 'different' things in the
situation, and then come up with novel approaches and solutions
that do justice to the realities of culture and diversity in
today's (and the future's) management and organizations. The
chapters of this book thus offer concepts and methods to approach
cross-cultural situations: the conceptual gain lies in bringing
together CCM and (critical) diversity studies in an easily
accessible manner. As a methodological contribution, the cases in
this book offer the concise tools and methods for implementing an
intersectional approach to culture.
'This book is an excellent collection of practical and useful cases
in cross-cultural management, with some that are very different
from what we would call ''traditional'' cases in cross-cultural
management. They are excellent teaching material with an
introduction and a conclusion that show students and practitioners
how meanings are negotiated in diverse and complex cross-cultural
situations.' - Marie-Therese Claes, Louvain School of Management,
Belgium 'A fascinating book for both the diversity of cultures that
are touched upon (from Asia and Africa to Europe and America) and
the cultural analyses that are made of various management
situations resulting from the transfer of management techniques
across countries or the encountering of those embedded in different
cultures.' - Philippe d'Iribarne, CNRS, France 'A group of
multidisciplinary authors from various countries and cultures bring
rich experience to this volume. The focus on real-life situations
offers a fresh perspective on culture in organizations and
management through in-depth case studies including both academic
and pedagogical sides. It addresses multi-level cross-cultural
issues of international strategic importance for globalizing
workplaces. This insightful book is excellent reading for
practitioners as well as scholars and students interested in
applications in the field of cross-cultural management.' - Cordula
Barzantny, Toulouse Business School, France 'This volume offers an
insightful introduction to qualitative field research aiming to
understand the dynamics in intercultural business interactions.
Based on the findings provided in ten rich cases from Asia, Europe,
North Africa, USA and Latin America, the editors also propose
strategies for more effective collaboration in challenging
multiple-cultures contexts. The authors and editors have succeeded
in transforming the field studies into cases that are stimulating
and thought provoking readings, both for practitioners and students
of cross-cultural management.' - Anne-Marie Soderberg, Copenhagen
Business School, Denmark The cases draw on field research revealing
challenges and insights from working across nations and cultures.
Each case provides recommendations for practitioners that are
developed into a framework for effective intercultural interactions
as well as offering illustrations and insights on how to handle
actual cross-cultural issues. This enriching book covers various
topics including international collaborations across and within
multinational companies, organizational culture in international
joint ventures and knowledge transfer. Based on empirical fieldwork
and qualitative analyses, this path-breaking book will appeal to
graduate and postgraduate students in international management as
well as practitioners. Contributors: G. Azevedo, C.I. Barmeyer, S.
Chevrier, L. Clausen, E. Davoine, G. Hollinshead, J. Lemmergaard,
J. Mahadevan, S. Michailova, S.L. Muhr, H. Primecz, I. Rittenhofer,
L. Romani, S.A. Sackmann, S. Tukiainen, H. Yousfi
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