David C. C. Thomas & Mark F. F. Peterson 
Cross-Cultural Management [EPUB ebook] 
Essential Concepts

PART I: MANAGEMENT AND CULTURE
Chapter 1: Introduction: The Challenging Role of the Global Manager
Globalization
What Global Managers Do
Evaluating Cross-Cultural Management Studies
Summary
Questions for Discussion
Chapter 2: Describing Culture: What It Is and Where It Comes From
Features of Culture
Culture: A Working Definition
Why Cultures Differ and Persist
Debates Surrounding the Concept of Culture
Culture and Social Groups
Summary
Questions for Discussion
Chapter 3: Comparing Cultures: Systematically Describing Cultural Differences
Kluckhohn and Strodtbeck Framework
Hofstede’s Study
Schwartz Value Survey
Trompenaars’s Dimensions
The GLOBE Study
Individualism and Collectivism
Social Axioms
Culture as Sources of Guidance
Cultural Distance
Limitations of Country Culture Research
Use of the Frameworks
Summary
Questions for Discussion
Chapter 4: How Culture Works: Fundamentals of Cross-Cultural Interaction
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
Summary
Questions for Discussion
PART II: ROLES OF THE GLOBAL MANAGER
Chapter 5: The Manager as Decision Maker: Cross-Cultural Dimensions of Decision-Making
Rational Decision-Making
Cultural Differences in the Optimization Model
Limits to Rationality
Cultural Constraints on Rationality
Heuristics
Motivational Biases in Decision-Making
Selection and Reward Allocation Decisions
Ethical Dilemmas in Decision-Making
Summary
Questions for Discussion
Chapter 6: The Manager as Negotiator: Communicating and Negotiating Across Cultures
Cross-Cultural Communication Process
Language
Communication Styles
Other Language Considerations
Language Pragmatics
Nonverbal Communication
Negotiation and Conflict Resolution Across Cultures
Summary
Questions for Discussion
Chapter 7: The Manager as Leader: Motivation and Leadership across Cultures
Motivation Across Cultures
Work Goals
Work Centrality and Organizational Commitment
Designing Motivating Jobs
Leadership
Western Leadership Theory
Non-Western Theories of Leadership
Integrated Cross-Cultural Model of Leadership
Implications for the Practice of Leadership
Summary
Questions for Discussion
PART III: GLOBAL MANAGEMENT CHALLENGES
Chapter 8: The Challenge of Multicultural Work Groups and Teams
Work Groups
Work Group Effectiveness
Culture’s Influence on Work Groups
Culture’s Effect in Different Group Structures and Tasks
Global Virtual Teams
Organizational Context and Culturally Diverse Work Groups
Managing Multicultural Work Groups
Summary
Questions for Discussion
Chapter 9: The Challenge of International Organizations: Structure and Culture
Organizations
Organizational Designs
Culture and Organizational Structure
Informal Organization
Organizing in Multinational Organizations
Relationship of the MNO to Its Members
Summary
Questions for Discussion
Chapter 10: The Challenge of International Assignments
The Role of Expatriates
Individual Staffing Decisions
Definitions of Success
Adjustment–Performance Relationship
Factors Affecting Expatriate Success
Repatriation
Outcomes of Overseas Assignments and Global Careers
Summary
Questions for Discussion
Chapter 11: The Challenge of Managing Across Cultures in the Future
The Changing Environment of Business
The Adaptation of Organizations and People
The Development of Global Managers
Summary
Questions for Discussion
References
Name Index
Subject Index
Subject Index

David C Thomas (Ph D 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 Koç 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.”