The Handbook of Cross-Cultural Management Research

The Handbook of Cross-Cultural Management Research

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Most researchers in management retain a primary focus on their specialist topic and neglect the question of whether broader cultural factors impinge upon the way in which their topic finds expression in different parts of the world. Current trends toward the globalization of business render this position increasingly untenable. The Handbook of Cross-Cultural Management Research is the first reference that draws together current cross-national studies conducted within specific management fields and relates them to the conceptual frameworks that have emerged from studies with a more explicit cross-cultural focus.
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Product details

  • Hardback | 592 pages
  • 177.8 x 254 x 35.56mm | 1,292.73g
  • SAGE Publications Inc
  • Thousand Oaks, United States
  • English
  • 1412940265
  • 9781412940269
  • 1,300,309

Table of contents

Chapter 1: Introduction - Mark F. Peterson, Peter B. Smith, and David C. Thomas The Essence of Culture: Systems of Values, Beliefs and Meanings Links between People and Organizations Organizational Structures and Processes Managing a Multiple Nation WorkforceChapter 2: Cognitive Structures and Processes in Cross-Cultural Management - Mark F. Peterson and Robert E. Wood Motives and Motivation Processes Personality Constructs Cognitive Perspectives for Cross-Cultural Management Research Conclusions From Cognitive Theory Research AgendaChapter 3: Social Structures and Processes in Cross-Cultural Management - Mark F. Peterson and Peter B. Smith Nations as Cultures How is Culture Created, Maintained, and Disseminated? Where Should Cultural Boundaries Be Drawn? Individuals Within Social Structures: Roles, Rules, and NormsChapter 4: Methods and Measurements in Cross-Cultural Management - Kwok Leung Methodological Challenges in Cross-Cultural Management Research Cross-Cultural Equivalence Design of Cross-Cultural Studies Establishing Causality in Cross-Cultural Management Research Methodological Issues in International Management Research Emerging Methodological Issues in Cross-Cultural Management ResearchChapter 5. Motivation and Job Satisfaction across Nations: How Much Do We Really Know? - Xu Huang The Theoretical Challenge to Universal Motivation Theories Empirical Evidence of Cross-National Variability In Defense of Universalist Motivation Theories How Much Do We Really Know?Chapter 6: Organizational Commitment: Complication or Clarification - S. Arzu Wasti Dimensions of Organizational Commitment Antecedents of Organizational Commitment Outcomes of Organizational CommitmentChapter 7. Psychological Contracts around the Globe: Cultural Agreements and Disagreements - Rene Schalk and Joseph Soeters Introduction Characteristics of Psychological Contracts The World as One Culture and as Many Aspects of Cross-Cultural Differences in Psychological Contracts Conclusions and Suggestions for Future ResearchChapter 8. Organizational Justice and Reward Allocation - Ronald Fischer Dimensions of Justice Distributive Justice Interpersonal Justice Justice Perceptions Areas for Future DevelopmentChapter 9. International Careers - Kerr Inkson and Svetlana Khapova Introduction The Special Nature of Careers in International Contexts Contextual Influences on International Careers Migration and International Careers Two Types of International Career Current Issues in International CareersChapter 10. Organizational Citizenship in the Global Context - Larry Jiing-Lih Farh, Rick Hackett, and Zhi-Jun Chen National Culture Criteria for Selecting Studies for Review Review of the Literature The Influence of National Culture on the Construct Domain of Organizational Citizenship Behaviour The Influence of National Culture on Differences in Organizational Citizenship Behaviour Moderating Effects of National Culture on Predictor- Organizational Citizenship Behaviour Relationships Moderating Effects of National Culture on Organizational Citizenship Behaviour -Outcome Relationships Future Research DirectionChapter 11. Work and Family: Research in Cross-National and International Contexts - Mila Lazarova and Michelle Lowe Expatriate Work/Family Research Research across Different National Contexts Comparative Work/Family Research Conclusions and Directions for Future ResearchChapter 12. Cross Cultural Skills and Abilities: From Communication Competence to Cultural Intelligence - David C. Thomas and Stacey R. Fitzsimmons Effective Intercultural Interactions The Historical Basis for Studying Cross-Cultural Skills and Abilities Models of Intercultural Effectiveness A Typology of Cross-Cultural Skills and Abilities ConclusionChapter 13. Cross-Cultural Approaches to Leadership - Zeynep Aycan Theoretical Approaches to Leadership in Cultural Context A Critical Review of Cross-Cultural Leadership Research Culture as a Main Effect Influencing Leadership Culture as a Moderator of the Relationship between Leadership and Outcomes Culture as a Source of Meaning: The Case of Paternalistic LeadershipChapter 14. Cross-Cultural Influence Strategies and Power Sources - Ping Fing Fu and Jun Liu Introduction The Existing Literature: A General Review A New Approach ConclusionChapter 15. Teams Within and Across Cultures - Nir Halevy and Lilach Sagiv Multicultural Teams The Cultural Group Approach The Dynamic Constructivist Approach Unresolved Issues and Opportunities for ResearchChapter 16. Culture and Negotiation - Jeanne Brett adn Susan Crotty The Dimensional Approach to Studying Cultural Effects on Negotiations The Cultural Group Approach The Dynamic Constructivist Approach Unresolved Issues and Opportunities for ResearchChapter 17. The Culture of Global Organizations - Miriam Erez and Efrat Shokef The Nature of Multinational Enterprises Culture as a Multi-Level Dynamic Construct A Global Work Culture An Empirical Examination of the Global Work Culture Value Typology Summary and DiscussionChapter 18. Knowledge Management and Knowledge Transfer in Multinational Enterprises: Cultural and Institutional Perspectives - Jon Lervik Introduction Cross-Cultural Perspectives Neo-Institutionalism Discussion and ConclusionChapter 19. Indigenous Aspects of Management - Peter B. Smith Societal Systems of Capitalism More Specific System Elements Emic Approaches Strengthening the Contribution from Indigenous StudiesChapter 20. Climate, Wealth, and Organization - Evert van de Vliert Climate and National Culture in Organizations Climate-Wealth Foundation of Organization Construction Climato-Economic Niches of Organizational Structures Climato-Economic Niches of Organizational Strategies Three Tentative Conclusions Three Remaining PuzzlesChapter 21. Comparative Human Resource Management Policies and Practices - Chris Brewster and Wolfgang Mayrhofer Comparing HRM around the Globe Explaining the Differences in Comparative HRM: Culture and Institutions Evidence of Convergence? ConclusionsChapter 22. Expatriate Selection and Evaluation - Rosalie Tung and Arup Varma Introduction Expatriate Selection Expatriate Evaluation DiscussionChapter 23. Global Diversity Management - Mustafa OEzbilgin Introduction Historical Development of the Diversity Management Concept Single-Nation Diversity Management Research Global Diversity Management: From Practice to Theory DiscussionChapter 24. Cross-Cultural Training: Applications and Research - Richard Brislin, Brent Macnab, and Farzana Nayani Goals of Cross-Cultural Training The Need for Cross-Cultural Training Historical Development of Cross-Cultural Training Development of Cross-Cultural Training Methods Types of CCT Programs CCT Effectiveness Recommendations for Future CCT Research Final Thoughts, Practical Recommendations and Future ConsiderationsChapter 25. Managerial Roles in the International Context - Davina Vora Typologies of Managerial Roles Role Theory and Boundary Spanning Theory A Contingency Approach Areas for Future ResearchChapter 26. Cultural Dynamics and Impact of Cultural Distance within Mergers and Acquisitions - Gunter K. Stahl Cultural Variations in Mergers and Acquisitions Beyond the Cultural Distance Paradigm: Research into the Performance Effects of Cultural Differences in Mergers and Acquisitions Linking Cultural Differences to Integration Outcomes: Theoretical Perspectives on the Role of Culture in Mergers and Acquisitions The Impact of Cultural Differences on Post-Merger Performance: An Integrative Model Open Questions and Future Research Directions
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About Peter B. Smith

Peter B. Smith (Ph.D, Cambridge) is Professor Emeritus of Social Psychology at the University of Sussex, UK. His research interests are in cross-cultural social and organizational psychology, including managerial leadership, cross-national communication, national stereotyping, self-construal and survey response styles. He is the author of seven books and more than 150 other publications. He is former president of the International Association for Cross-Cultural Psychology, and has served as Editor of the Journal of Cross-Cultural Psychology. Mark F. Peterson (PhD, University of Michigan) holds the Hofstede Chair in Cultural Diversity at Maastricht University. He has published over 120 articles and chapters, and several books. The articles have appeared in major management and international management journals such as Administrative Science Quarterly, the Academy of Management Journal, the Journal of International Business Studies, the Journal of Organizational Behavior, Leadership Quarterly, Human Relations, Management International Review, Organization Studies, and Organization Science. He has also contributed international management themes to the basic social science literature through chapters in the Annual Review of Psychology, the Communication Yearbook, the Handbook of Industrial and Organizational Psychology, and Research in the Sociology of Organizations. He is an Associate Editor for the Journal of Organizational Behavior and an Area Editor for the Journal of International Business Studies. His previous positions have been at Wayne State University, the University of Miami, Texas Tech University, and Florida Atlantic University. He has had visiting positions supported by Fulbright Fellowships to Osaka University and McMaster University, and he held the John R. Galvin Chair at the Fletcher School of Law and Diplomacy at Tufts University. He has also had visiting positions at the University of Pennsylvania and Aarhus University. Along with Mikael Soendergaard, Geert Hofstede, Michael Minkov, Gert Jan Hofstede, and others, he teaches an annual summer Ph.D. master class in cross cultural management at various locations in Europe. When at his home in Homestead, Florida, he spends his weekends tending to a collection of orchids and making orchid hybrids. David C. Thomas (PhD, University of South Carolina) is currently the Beedie Professor of International Management at Simon Fraser University, Vancouver, Canada. He is the author of ten books, including most recently The Multicultural Mind: Unleashing the Hidden Force for Innovation in Your Organization (Berrett-Kohler Publishers). He has also authored Essentials of International Human Resource Management: Managing People Globally from SAGE Publications (with Mila B. Lazarova) and the best selling Cultural Intelligence: People Skills for Global Business, published by Berrett-Koehler Publishers (with Kerr Inkson). With Peter B. Smith and Mark F. Peterson he published the Handbook of Cross-Cultural Management Research from SAGE Publications. His research on cross-cultural interactions in organizational settings has appeared in numerous journals. He is a past Area Editor for the Journal of International Business Studies and currently serves on the editorial boards of the Journal of Organizational Behavior, Advances in Global Leadership and European Journal of Cross-Cultural Competence and Management. His previous academic postings have included positions at the Pennsylvania State University, the University of Auckland, New Zealand, where he was also Director of the Master of International Business Program, and The Australian Graduate School of Management (AGSM) Sydney, Australia. He has held visiting positions at the Chinese University of Hong Kong, the University of Hawaii, Massey University, New Zealand, ESCEM, Tours, France, and Koc University, Istanbul, Turkey. In addition to teaching at both the undergraduate and the postgraduate level, Dr. Thomas has developed executive education programs in Australia, New Zealand, Canada, and the United States and has served as a consultant to numerous multinational firms and government agencies. When not writing or teaching he can most likely be found scraping or varnishing or sometimes sailing his 1984 Hans Christian cutter, "Clovelly".
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