Renowned international experts Peter B. Smith, Mark F. Peterson, and David C. Thomas, editors of the The Handbook of Cross-Cultural Management, have drawn together scholars in the field of management from around the world to contribute vital information from their cross-national studies to this innovative, comprehensive tome. Chapters explore links between people and organizations, providing useful cultural perspectives on the most significant topics in the field of organizational behavior—such as motivation, human resource management, and leadership —and answering many of the field's most controversial methodological questions. Key Features Presents innovative perspectives on the cultural context of organizations: In addition to straightforward coverage of structures and processes, this Handbook addresses locally distinctive, indigenous views of organizational processes from around the world and considers the interplay of climate and wealth when analyzing how organizations operate. Offers an integrated theoretical framework: At the start of each substantive section, the Editors provide context for the upcoming chapters by discussing how prevalent cultures in different parts of the world place emphasis on particular aspects of organizational processes and outcomes. Boasts a global group of contributing scholars: This Handbook features contributing authors from around the world who represent an outstanding mix of respected, long-standing scholars in cross-cultural management as well as newer names already impacting the literature. Provides an authoritative agenda for the future development of the field: All chapters conclude with a list of promising avenues for further research and a focus on issues that remain unresolved. Intended Audience This Handbook is an ideal resource for researchers, instructors, professionals, and graduate students in fields of business, management, and psychology.

Cross-Cultural Management: Essential Concepts, Fourth Edition introduces readers to the fundamentals of cross-cultural management by exploring the influence of culture on interpersonal interactions in organizational settings and examining the ever-increasing number of cross-cultural management challenges that global managers face in today’s workplace. Instead of taking a country specific approach, authors David C. Thomas and Mark F. Peterson offer a predominantly psychological perspective—focusing on the interactions of people from different cultures in organizational settings. This approach shows readers the effects culture has on a wide variety of cross-cultural interactions across organizational contexts.

Intending this work as a companion to his textbook Essentials of International Management: A Cross-Cultural Perspective (Sage, 2001), Thomas (Simon Frazer U.) groups his collection of 18 readings and 21 case studies around the same themes as the earlier textbook: the influence of culture on internat

"We are reminded daily of the globally interconnected business world in which we live. Events on one side of the globe reverberate instantaneously in the other. Globalization has many effects, but one of the most important is the dramatic increase in the opportunity and need to interact with people who are culturally different from us. We are exposed on a daily basis to a wide variety of attitudes, values, beliefs, and assumptions that culturally different individuals hold about appropriate behavior. In order to thrive, and in some cases even to survive, as managers, we must learn to understand and integrate these differences. David Thomas and Kerr Inkson, offer students an authoritative, yet approachable perspective in Introduction to Cross-Cultural Management, 1st Edition"--

Presenting a universal set of techniques and people skills that will allow you to adapt quickly to, and thrive in, any cultural environment, this book will show you how to discard your own culturally based assumptions and pay careful attention to cues in cross-cultural situations. --

This book provides a comprehensive review of both the theoretical development and empirical study of the concept of cultural intelligence. A review of previous work on cross-cultural competence provides an historical backdrop against which the two main theories of cultural intelligence are presented. These two approaches, as well as the assessments derived from them, are compared and evaluated. Issues associated with the measurement of cultural intelligence are examined in detail. An important feature of the review of the empirical work on cultural intelligence is that results are discussed in terms of the relationship of the four sub dimensions of the Cultural Intelligence Scale (CQS) and also that results using the Short Form Cultural Intelligence Scale (SFCQ) and other measures of the concept are included. The review of empirical work includes studies that cast cultural intelligence as an antecedent, as a dependent variable, and as a moderator and a mediator. Cultural intelligence at the group and organizational levels are also discussed. Finally, this review sets the stage for a discussion of appropriate future directions in the study of cultural intelligence. Scholars in organizational psychology interested in the concept of cultural intelligence will find this an essential guide.

The transition from socialist or communist economy to market economy in many countries has been dramatic, unpredictable, and mostly on the surface, observable in new consumption patterns or higher standards of living. But deeper change in the managerial mindset in these new market economies has been much slower and less evident. It is crucial to business success for foreign managers to understand their transition economy counterparts. This book examines the interactions that foreign and transition economy managers have in building business relationships, the influences behind those interactions, how the interactions themselves change over time, and how to manage the process of building relationships more smoothly.

In today’s global economy, the ability to interact effectively across cultures is a fundamental job requirement for just about everyone. But it’s impossible to learn the customs and traits of every single culture with which you might come into contact. Cultural Intelligence teaches a universal set of techniques and people skills that will allow you to adapt quickly to, and thrive in, any cultural environment. This extensively revised second edition features new real-life examples of CQ working well, drawn from a rich range of cultures and situations. The authors also address the interplay of race and gender with culture factors, and show how developing cultural intelligence can enhance our appreciation of cultural diversity. Cultural Intelligence teaches you to disable the “cultural cruise control” that makes you unaware of how your culture affects your perceptions, and learn to pay careful attention, in a mindful and creative way, to cues in cross-cultural situations. Over time, you’ll develop a repertoire of skills appropriate to different intercultural situations.

With increasing globalization comes the need to understand human resource management (HRM) more broadly across countries, cultures, institutions, and organizational types. Designed to help readers explore and understand the key concepts and latest research behind the strategic management of people in organizations that operate in a global context, this accessible book provides concise coverage of HRM concepts, balancing comparative approaches and US and non-US schools of thought. Not limited to the multinational firm, the book reflects the most current knowledge in the field and considers all types of organizations embedded in the global context. Chapter-opening vignettes (short cases) exemplify the chapter’s core topics and show readers how chapter content can be applied. Extensive references make it easy for readers to explore concepts in more depth.