Contents Acknowledgements and credits List of figures and tables
XI
x
PART 1: SETTING THE SCENE
Chapter 1
Introduction Learning outcomes Cross-cultural management as an everyday activity The benefits of successful cross-cultural management The centrality of ethics A multi-layered subject area An emerging area Non-cultural explanations A changing world The organisation of this book
3 3 3 5 6 8 9 11 12
14
PART 2: CULTURE - USES AND LIMITATIONS
17
Chapter 2
The meaning(s) of culture Learning outcomes Introduction Defining culture: values, attitudes and behaviour Defining culture: context and communication Levelsof analysis National culture and other cultural layers Dealing with the ecological fallacy Culture change Convergence and divergence Interpreting culture profiles Is national culture still meaningful? Organisational culture National and organisational culture: similarities Linking the macro and micro levels Non-cultural explanations Conclusions
Models of culture: traditional approaches Learning outcomes Introduction Project GLOBE: tracing the bloodline Geert Hofstede's pivotal contribution
47 47 47 49 53
Cross-cultural Management in Work Organisations
Chapter 4
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The Chinese Value Survey and the fifth dimension Utilising Hofstede's model of culture Criticism of Hofstede's work At the core of cross-cultural studies: Kluckhohn and Strodtbeck's work Fons Trompenaars' 7-D model: practical steps for doing business Evaluating Trompenaars'work Shalom Schwartz's universal values model A potentially valuable departure Cultural differences in communication style Conclusions
55 56 58
Models of culture: developments and debates Learning outcomes Introduction Non-cultural explanations Convergence, divergence, globalisation and cross-cultural management A new domestic stage for cross-cultural management? Evaluating bipolar value-based models of culture Understanding cultures in their own terms An example of the emic approach -guanxi A time for new research methods? Senior managers as the object of study Some emerging theoretical approaches What makes us different and similar? A new interpretation Conclusions
77 77 77 78
59 61 64 66 69 69 72
80 82 85 86 88 90 93 94 100 102
PART 3: CROSS-CULTURAL SOCIAL RELATIONS IN THE WORKPLACE
Culture and organisation structure Learning outcomes Introduction Classical models of structure The Chinese small business model Alternatives to bureaucracy - adapting to 'contingencies' Contingent factors Culture and the contingency approach The institutional level Do cultural values underlie organisation structure? Contemporary and emerging structures Downsizing and de-layering Conclusion: culture and structure - a complex area
Contents
Chapter 6
Intercultural communication and negotiation 133 Learning outcomes 133 Introduction 133 The need for sensitivity 134 Stereotyping revisited 135 Other barriers to intercultural communication 136 Mixed messages and non-verbal communication 139 Enhancing intercultural communication 142 Cross-cultural theory and communication 143 The crucial contribution of Hall's low- and high-context model 146 Chinese culture 147 Levels of communication 149 The key area of negotiation 151 Conclusions 156
Chapter 7
Leadership and multicultural teams Learning outcomes Introduction The traits approach The behavioural approach Implicit leadership theories The contingency approach Project GLOBE Evaluation of Project GLOBE The institutional level Gender, culture and leadership Emergingtwenty-first-century approaches to leadership Leading multicultural teams Conclusions
Motivation and exchange Learning outcomes Introduction Universal needs? Self-actualisers? Is the content approach to motivation culture-bound? Positive psychology Job characteristics: a universal link to motivation? Total Quality Management Needs and job characteristics models in different cultures -some evidence How are people motivated? Orientations to work across cultures Other 'process' models of motivation
191 191 191 192 193 195 197 198 200 202 205 209
Cross-cultural Management in Work Organisations
Globalised motivational strategies Conclusions
214 214
PART 4: MANAGING ACROSS OR WITHIN CULTURES
219
Chapter 9
221 221 221
Intercultural competencies, training and ethics Learning outcomes Introduction Overcoming culture shock - the core intercultural competency? The search for effective interventions Intercultural competencies at home Is cultural awareness sufficient? Cross-cultural training: other considerations The effectiveness of cross-cultural training Repatriation The ethical dimension Ethics and the cross-cultural manager Gender issues and ethics Dealing with ethical dilemmas Non-negotiable moral issues Conclusions
Culture and human resource management Learning outcomes Introduction International HRM in context Levels and phases of intemationalisation Varieties of capitalism Culture and human resource management Culture and the functional areas of HRM Flexibility and work-life balance Conclusion: the effect of culture - a mixed picture?
249 249 249 250 251 255 257 260 269 270
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Chapter 10
PART 5: LOOKING TO THE FUTURE
275
Chapter 11
277 277 277 280 283 284 286
Conclusions ' Learning outcomes Comparing cultures - enduring evidence Cultural values - some further considerations Macro-social manifestations of culture New approaches to understanding culture Cross-cultural management in 'new' forms of organisation Diversity and synergy: the future of cross-cultural management
290
Contents
Non-managerial approaches Universalism or relativism? Continuous change
