Management Across Cultures: Challenges and Strategies »

Richard M. Steers is Professor of Organization and Management in the Lundquist College of Business, University of Oregon.

Carlos J. Sanchez-Runde is Professor of People Management at IESE Business School, Barcelona.

Luciara Nardon is Assistant Professor of Management at the Sprott School of Business, Carleton University, Canada.

A guide to successfully managing across national and cultural boundaries.

List of exhibits viii

Preface xiii

1 Global realities and management challenges 1

Globalization, change, and competitiveness 3

The new global realities 12

Challenges facing global managers 17

2 Developing global management skills 24

Traditional views of management 26

Global managers: variety of the species 28

Rethinking managerial roles 35

Rethinking managerial skills 36

Manager's Notebook: Developing global management skills 39

3 Culture, values, and worldviews 45

Culture, socialization, and normative behavior 49

Core cultural dimensions: a starting point 55

Regional trends and cultural differences 64

Digging deeper: cultural complexities and contradictions 66

Manager's Notebook: Culture, values, and worldviews 76

4 Inside the managerial mind: culture, cognition, and action 85

Culture, cognition, and managerial action: a model 88

Patterns of managerial thinking 91

The geography of thought 96

Culture and the managerial role 102

Management patterns across cultures 106

Are management patterns converging? 115

Manager's Notebook: Inside the managerial mind 118

5 Inside the organizational mind: stakeholders, strategies, and decision making 126

Stakeholders and strategic choice: a model 128

The strategy-structure nexus 134

Organizational decision making: a model 137

Decision strategies across cultures 139

Manager's Notebook: Inside the organizational mind 149

6 Organizing frameworks: a comparative assessment 155

Culture and organization design: a model 157

US corporations 159

Japanese kaisha and keiretsu 165

Chinese gong-si 175

German konzern 181

Mexican grupo 186

Manager's Notebook: Organizing frameworks 193

7 Communication across cultures 199

Eye of the beholder 201

Culture and communication: a model 202

Language, logic, and communication 204

Lingua franca and message comprehension 210

Cross-cultural communication strategies 214

Communication on the fly 228

Manager's Notebook: Communication across cultures 232

8 Leadership and global teams 241

The meaning of leadership 245

GLOBE leadership study 253

Culture and leadership: a model 256

Global teams 261

Working with global teams 262

Manager's Notebook: Leadership and global teams 270

9 Culture, work, and motivation 279

The world of work 284

Work and leisure 290

Culture, motivation, and work behavior: a model 292

Culture and the psychology of work 295

Incentives and rewards across cultures 299

Manager's Notebook: Culture, work, and motivation 310

10 Negotiation and global partnerships 317

Seeking common cause 321

Culture and negotiation: a model 328

The negotiation process: strategies, concessions, and contracts 330

Negotiation patterns across cultures 337

Building global partnerships 342

Managing global partnerships 346

Manager's Notebook: Negotiation and global partnerships 350

11 Managing in an imperfect world 363

Rules of the game 364

Bases of cross-cultural conflicts 367

Ethics, laws, and social control: a model 373

Ethical conflicts and challenges 374

Institutional conflicts and challenges 384

Manager's Notebook: Managing in an imperfect world 395

12 Epilogue: the journey continues 404

Learning from the past 405

Looking to the future 407

Appendix A Models of national cultures 411

Appendix B OECD guidelines for global managers 421

Index 430