Cross-Cultural Management

David C Thomas (PhD University of South Carolina) is a Professor in the Gustavson School of Business, University of Victoria and Professor Emeritus of International Management at Simon Fraser University, Canada. He is the author of a dozen books including (with Kerr Inkson) the bestselling Cultural Intelligence, Berrett-Koehler Publishers. His book Cross-Cultural Management: Essential Concepts (2008, Sage Publications) was the winner of the R. Wayne Pace Human Resource Development book of the year award for 2008. In addition, he has edited (with Peter B. Smith and Mark Peterson) The Handbook of Cross-Cultural Management Research from Sage Publications. His research on cross-cultural interactions in organizational settings has appeared in the leading journals in the field. He is currently serves on the editorial boards of the Journal of International Business Studies, the Journal of Organizational Behavior, and European Journal of Cross-Cultural Competence and Management. Dr. Thomas' academic postings have included positions at the Australian Graduate School of Management (AGSM), University of New South Wales, the Pennsylvania State University and The University of Auckland, New Zealand, where he was also Director of the Master of International Business Program. He has held visiting positions at Koc University, Istanbul, Turkey, The Chinese University of Hong Kong, the University of Hawaii, Massey University, New Zealand, and ESCEM, Tours, France. In addition to teaching at both undergraduate and postgraduate level, Dr Thomas has consulted on cultural diversity issues with numerous organizations. When not teaching or writing he can often be found scraping or varnishing or sometimes sailing his 1984 Hans Christian cutter, "Clovelly." Kerr Inkson (PhD University of Otago, New Zealand) is an Emeritus Professor in the University of Auckland Business School, New Zealand. His 55-year academic career included 32 years as full Professor, at five New Zealand universities. He has expertise in management, organizational behavior and career development, and his careers research includes work on new forms of career, the use of metaphor in career theory and practice, and international careers. He was first author of a paper "Expatriate assignment versus overseas experience: contrasting models of human resource development" which was awarded Best International Paper by the Academy of Management in 1997. He is a former Chair of the Careers Division, Academy of Management. Kerr has been the author or co-author of 18 books, over 50 book chapters and 75 refereed journal articles. His journal credits include Administrative Science Quarterly, British Journal of Management, Human Relations, Journal of Applied Psychology, Journal of Management Studies, Journal of Organizational Behavior, Journal of Vocational Behavior, Journal of World Business, Organizational Dynamics, and Organization Studies. His latest books are Understanding Careers, 2nd edition, co-authored with Nicky Dries and John Arnold, SAGE, 2015; Cultural Intelligence, 3rd edition, co-authored with David C Thomas, Berrett-Koehler, 2017; and Laugh out Loud: A Users' Guide to Workplace Humor, co-authored with Barbara Plester, Palgrave Macmillan, 2018. Recently retired, he lives in Auckland with his wife Nan, plays some golf, and writes, directs and acts in plays on the local amateur drama scene.

List of Tables and Figures Preface Acknowledgments Chapter 1 * The International Manager Learning Objectives Opening Vignette: Ganbei and No Deal Introduction Globalization The Contexts of International Management Chapter 2 * Describing Culture Learning Objectives Opening Vignette: Participate, and That's an Order! Introduction Features of Culture Defining Culture Why Cultures Differ and Persist Debates Surrounding the Concept of Culture Culture and Social Groups Chapter 3 * Comparing Cultures Learning Objectives Opening Vignette: What's Your Social Credit Score? Introduction Kluckhohn and Strodtbeck Framework Hofstede's Study Schwartz Value Survey Trompenaars's Dimensions The GLOBE Study Individualism and Collectivism Social Axioms Culture as a Source of Guidance Cultural Distance Limitations of Country Culture Research Use of the Frameworks Chapter 4 * How Culture Works Learning Objectives Opening Vignette: A Laid-Back Meeting Introduction Social Cognition Cultural Schemas Cultural Scripts and Norms Selective Perception Perceived Similarity and Attraction Stereotypic Expectations Differential Attributions Cross-Cultural Interaction Model Self-Schemas and Motivation Chapter 5 * Cross-Cultural Decision Making Learning Objectives Opening Vignette: The Night Manager Introduction Rational Decision Making Cultural Differences in the Optimization Model Limits to Rationality Decision Styles Heuristics Motivational Biases in Decision Making Selection and Reward Allocation Decisions Ethical Dilemmas in Decision Making Chapter 6 * Communicating and Negotiating Across Cultures Learning Objectives Opening Vignette: You Must Do Better Next Year! Introduction Cross-Cultural Communication Process Language Communication Styles Other Language Considerations Other Language Considerations Negotiation and Conflict Resolution Across Cultures Chapter 7 * Motivation and Leadership Across Cultures Learning Objectives Opening Vignette: India Is Not Indiana Introduction Motivation Across Cultures Motivation Leadership Western Leadership Theory Servant Leadership Non-Western Theories of Leadership Integrated Cross-Cultural Model of Leadership Conclusions About Leadership Across Cultures Chapter 8 * Multicultural Work Groups and Teams Learning Objectives Opening Vignette: Multicultural Goal Scoring Introduction Work Groups Work Group Effectiveness The Influence of Culture on Work Groups Culture's Effects in Different Group Types and Tasks Global Virtual Teams Organizational Context and Culturally Diverse Work Groups Chapter 9 * Culture and the Structure of International Organizations Learning Objectives Opening Vignette: A Marriage Made in Heaven Introduction Organizations Organizational Design Culture and Organizational Structure Informal Organization Organizing in Multinational Organizations Chapter 10 * International Assignments Learning Objectives Opening Vignette: Kevin McDonald, Fly-In Trouble Shooter Introduction The Role of Expatriates Individual Staffing Decisions Definitions of Expatriate Success Adjustment-Performance Relationship Factors Affecting Expatriate Success Repatriation Outcomes of Foreign Assignments and Global Careers Chapter 11 * Managing Across Cultures Into the Future Learning Objectives Opening Vignette: Bring on the Bots Introduction The Dynamic Environment of Business The Adaptation of Organizations and People The Development of International Managers Post-Script: Cross-Cultural Management After COVID-19 How Much has the World Changed? COVID-19 and Management Responding to COVID-19: Cultural Effects Conclusion: A Revised Future? Glossary Notes Author Index Subject Index About the Authors