Richard L. Daft

Richard M. Steers

A Micro/macro Approach

Organizations

Luciara Nardon

Carlos J. Sanchez-Runde

Management practices and processes frequently differ across national and regional boundaries. What may be acceptable managerial behaviour in one culture may be counterproductive or even unacceptable in another. As managers increasingly find themselves working across cultures, the need to understand these differences has become increasingly important. This book examines why these differences exist and how global managers can develop strategies and tactics to deal with them. The text draws on recent research in anthropology, psychology, and management, to explain the cultural and psychological underpinnings that shape managerial attitudes and behaviours, whilst introducing a learning model to guide in the intellectual and practical development of managers seeking enhanced global expertise. It offers user-friendly conceptual models to guide understanding and exploration of topics and summarizes and integrates the lessons learned in each chapter in applications-oriented 'Manager's Notebooks'. A companion website featuring comprehensive chapter-by-chapter PPT slides is available at www.cambridge.org/management_across_cultures.

Challenges and Strategies

Management across Cultures

Recounts the story of how Chung Ju Yung rose from poverty to build one of the world's largest and most successful business empires. Steers (management, Lundquist College of Business ) discusses the influence of Confucianism on Chung's business practices, provides a comparison of Asian versus American business ideas, and highlights Chung's invaluable lessons on business strategy and his contributions to society. He includes interviews not only with Chung himself, but also with some of Hyundai's key executives. Contains 32 color photographs. Annotation copyrighted by Book News, Inc., Portland, OR

Chung Ju Yung and the Rise of Hyundai

Made in Korea

American business folklore is awash with the adventures of successful entrepreneurs. Still, most of these stories are about Americans, neglecting important and courageous entrepreneurs from other countries. Made in Korea recounts the story of how Chung Ju Yung rose from poverty to build one of the world's largest and most successful building empires - Hyundai - through a combination of creative thinking, tenacity, timing, political skills, and a business strategy that few competitors ever understood. Chung entered the shipbuilding business with no experience and went on to create the world's largest shipyard. He began making automobiles when foreign experts unanimously predicted he would fail, and he started a global construction company that has built some of today's greatest architectural wonders. He even convinced the International Olympic Committee to select South Korea over Japan as the site for the highly successful 1988 Olympics. Unlike most CEO's of major firms, Chung has always preferred the company of his workers to that of the global executive elite. Hard work, creativity and a capacity to never give up - this is the essence of Chung's life. In each of his ventures, he exhibited a sheer determination to succeed, regardless of the obstacles, and he worked tirelessly to instil this drive in all of his employees. Even today, in the midst of Korea's worst economic crisis in over four decades, Chung's company is busy implementing plans to emerge as an even stronger contender in the world economy. Illustrated with 32 pages of colour photographs not previously seen in the West, including photos of Chung's recent historic visit to North Korea in 1998, Made in Korea takes stock of Chung's entire life, highlighting both his contributions to society and the lessons his work can teach to aspiring entrepreneurs.

Rabi S. Bhagat

It is now widely recognized that countries around the world are becoming increasingly interconnected, and that both public and private organizations are of necessity becoming increasingly global. As political, legal, and economic barriers recede in this environment, cultural barriers emerge as a principal challenge to organizational survival and success. It is not yet clear whether these global realities will cause cultures to converge, harmonize, and seek common ground or to retrench, resist, and accentuate their differences. In either case, it is of paramount importance for both managers and organizational scholars to understand the cultural crosscurrents underlying these changes. With contributions from an international team of scholars, this book reviews, analyzes, and integrates available theory and research to give the best information possible concerning the role of culture and cultural differences in organizational dynamics.

Cambridge Handbook of Culture, Organizations, and Work

This first Australasian edition of the popular text Management across Cultures explores the latest approaches to cross-cultural management, presenting strategies and tactics for managing international assignments and global teams. With a clear emphasis on learning and development, the text encourages students to acquire skills in multicultural competence that will be highly valued by their future employers. As more and more managers find themselves becoming global managers, and in a world where practices and expectations can differ significantly across national and regional boundaries, this has never been more important. Rich in cases and examples, Management across Cultures integrates research from across the social sciences with contemporary management practices for a comprehensive overview of cross-cultural management.

The second edition of this popular textbook explores the latest approaches to cross-cultural management, as well as presenting strategies and tactics for managing international assignments and global teams. With a clear emphasis on learning and development, the text encourages students to acquire skills in multicultural competence that will be highly valued by their future employers. This has never been as important as now, in a world where, increasingly, all managers are global managers and where management practices and processes can differ significantly across national and regional boundaries. This new edition has been updated after extensive market feedback to include new features: a new chapter on working and living abroad; applications boxes showing how theories and key concepts can be applied to solve real-life management problems; student questions to encourage critical thinking; and updated examples and references. Supplementary teaching and learning materials are available on a companion website at www.cambridge.org/steers. In addition, recommended in-depth cases for each chapter are available at www.iveycases.com/CaseMateBrowse.aspx.

Developing Global Competencies

Management Across Cultures

Lyman W. Porter

Richard T. Mowday

Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover summarizes the theory and research on employee-organization linkages, including the processes through which employees become linked to work organizations, the quality of such linkages, and how linkages are weakened or severed. The text identifies the determinants of employee commitment, absenteeism, and turnover, as well as their consequences for the individual, work groups, and the larger organization. The book also presents conceptual models on how employees become committed to, decide to be absent from, and decide to leave their organizations. Human resource practitioners, managers, employers, and industrial psychologists will find the book very informative and insightful.

Richard M. Steers

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