Cross-Cultural Management

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 ¿

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 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."