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Tables of Contents for Essentials of International Management
Chapter/Section Title
Page #
Page Count
List of Tables and Figures
xiii
Preface
xv
Acknowledgments
xix
SECTION I: MANAGEMENT AND CULTURE
Introduction: The Challenging Role of the International Manager
3
24
Globalization
4
6
Disappearing Boundaries
4
1
Dynamic Work Environment
5
1
Information Technology
6
2
New Actors on the International Stage
8
2
Environment of International Management
10
9
Economic Environment
11
3
Legal Environment
14
3
Political Environment
17
2
What International Managers Do
19
6
Organizational Context, Culture, and Managerial Roles
22
3
Summary
25
2
Describing Culture: What It Is and Where It Comes From
27
20
Features of Culture
28
3
Culture as Shared
28
1
Culture as Learned
28
1
Culture as Systematic and Organized
29
2
Why Cultures Differ and Persist
31
3
Survival
32
1
Language
33
1
Religion
33
1
Debates Surrounding the Concept of Culture
34
9
National Culture
34
2
Convergence or Divergence
36
4
Organizational Culture
40
2
Acculturation
42
1
Culture and Social Groups
43
2
In-Group Bias and Prejudice
44
1
Ethnocentrism
44
1
Summary
45
2
Comparing Cultures: Systematically Describing Cultural Differences
47
22
Kluckhohn and Strodtbeck Framework
48
2
Hofstede's Study
50
6
Confucian-Dynamism
53
1
Cultural Distance
54
1
Criticism of Hofstede's Study
55
1
Schwartz Value Survey
56
3
Trompenaars's Dimensions
59
3
Individualism and Collectivism
62
4
Tightness and Complexity
63
1
Vertical and Horizontal Dimensions
64
2
Use of the Frameworks
66
2
Summary
68
1
How Culture Works: Fundamentals of Cross-Cultural Interaction
69
22
Social Cognition
70
2
Cultural Norms and Scripts
72
2
Selective Perception
74
2
Perceived Similarity and Attraction
76
1
Stereotypic Expectations
76
3
National Stereotypes
77
1
Resistance to New Information
77
1
Streotype Complexity and Evaluation
78
1
Social Dominance
78
1
Differential Attributions
79
3
Inconclusive Information
79
1
Attribution Error
80
1
Cultural Differences in Attribution Bias
81
1
Cross-Cultural Interaction Model
82
3
Motivation Across Cultures
85
3
Cultural Variation in Self-Concept
86
1
Motivational Implications of Differing Self-Concepts
86
2
Summary
88
3
SECTION II: ROLES OF THE INTERNATIONAL MANAGER
The Manager as Decision Maker: Cross-Cultural Dimensions of Decision Making
91
24
Rational Decision Making
92
1
Cultural Differences in the Optimization Model
92
3
Limits to Rationality
95
2
Cultural Constraints on Rationality
96
1
Heuristics
97
3
Availability
98
1
Representativeness
98
1
Anchoring and Adjustment
99
1
Motivational Biases in Decision Making
100
1
Selection and Reward Allocation Decisions
101
3
Ethical Dilemmas in Decision Making
104
1
Moral Philosophies
104
4
Consequential Models
105
1
Deontological or Rule-Based Models
105
3
Cultural Relativism
108
1
Cognitive Moral Development
108
5
Summary
113
2
The Manager as Negotiator: Communicating and Negotiating Across Cultures
115
32
Cross-Cultural Communication Process
116
2
Language
118
2
Communication Styles
120
4
Explicit Versus Implicit Communication
120
2
Direct Versus Indirect Communication
122
1
Silence and Verbal Overkill
122
2
Use of Praise
124
1
Other Language Considerations
124
3
Slang and Jargon
125
1
Euphemisms
126
1
Idioms
126
1
Proverbs and Maxims
127
1
Language Pragmatics
127
3
Language Accommodation
128
1
Stylistic Accommodation
128
1
Language Fluency
129
1
Nonverbal Communication
130
7
Tone of Voice
131
1
Proxemics
131
2
Body Position and Gestures
133
1
Facial Expression
134
2
Eye Contact (Gaze)
136
1
Negotiating Across Cultures
137
5
Negotiation Process
138
1
Negotiator Behavior
139
3
Problem-Solving Approach
142
1
Implications
142
2
Anticipating Differences
143
1
Attribution Accuracy
143
1
Adaptation
144
1
Context Factors
144
1
Summary
144
3
The Manager as Leader: The Leadership Role Across Cultures
147
20
Leadership
148
1
Western Leadership Theory
148
8
Trait Theories
148
1
Behavioral Theories
149
3
Contingency Theories
152
2
Implicit Theories
154
2
Non-Western Theories of Leadership
156
4
Leadership in Japan
157
2
Leadership in the Arab World
159
1
Integrated Cross-Cultural Model of Leadership
160
1
Implications for the Practice of Leadership
161
3
Universal Leadership Functions
162
1
Culture-Specific Leader Behaviors
162
1
Situational Moderators
163
1
Summary: Leadership in an Intercultural Interaction
164
3
SECTION III: INTERNATIONAL MANAGEMENT CHALLENGES
The Challenge of Multicultural Work Groups and Teams
167
22
Work Groups
168
1
Work-Group Effectiveness
169
6
External Conditions
170
1
Group-Member Resources
171
1
Group Structure
171
1
Group Process
172
1
Group Process Over Time
173
1
Group Task
174
1
Group Composition
174
1
Culture's Influence on Work Groups
175
4
Cultural Norms
176
1
Cultural Diversity
177
1
Relative Cultural Distance
178
1
Culture's Effect in Different Group Structures and Tasks
179
1
Geographically Distributed Work Groups
180
1
Organizational Conditions and Culturally Diverse Work Groups
181
4
Management Support
182
1
Group-Level Rewards
182
1
Work-Group Status
183
1
Training
184
1
Self-Management
184
1
Managing Multicultural Work Groups
185
1
Work-Group Task and Structure
185
1
Broad Evaluation Criteria
185
1
Composition and Task Requirements
186
1
Common Purpose
186
1
Summary
186
3
The Challenge of Designing International Organizations
189
28
Organizations
190
1
Organizational Designs
191
1
Explaining Organizational Structure
192
5
Deterministic Theory
193
1
Contingency Theory
194
1
Ecological Theories
195
1
Institutional Theory
196
1
Culture and Organizational Structure
197
5
Culture-Free Perspective
197
1
Structural Variation Across Cultures
198
4
Organizing in Multinational Corporations
202
5
Typical International Structures
202
1
International Collaborative Alliances
203
1
MNC Subsidiary Structure
203
2
Subsidiary Manager's Role
205
2
Designing Jobs in International Organizations
207
7
Cultural Differences in the Psychological Contract
207
2
Meaning of Work
209
1
Work Design Across Cultures
210
4
Summary
214
3
The Challenge of International Assignments
217
26
The Role of Expatriates
218
2
Individual Staffing Decisions
219
1
Selection of Managers for Overseas Assignments
220
1
Decision to Accept an Overseas Assignment
220
1
Definitions of Success
221
4
Turnover
221
1
Adjustment
221
2
Task Performance
223
1
Adjustment-Performance Relationship
224
1
Factors Affecting Expatriate Success
225
106
Individual Factors
226
1
Demographics
227
1
Foreign Language Ability and Previous International Experience
227
2
Nationality of Expatriates
229
1
Gender of Expatriates
229
102
Job and Organizational Factors
331
4
Expatriate Job Characteristics
331
1
Job Level
332
1
Expatriate Training
332
3
Environmental Factors
335
1
Cultural Novelty
335
1
Social Support
335
1
Repatriation
336
Expatriate Careers
237
1
International Assignments: A Double-Edged Sword
237
3
Adjustment-Performance Paradox
238
1
Marital Status Contradiction
238
1
Selection-Performance Contradiction for Women Expatriates
238
1
Americans-Only Problem
239
1
Selection-Motivation Contradiction
239
1
Transfer-of-Knowledge Problem
239
1
Training-Effectiveness Contradiction
239
1
Cultural-Novelty Paradox
240
1
Summary
240
3
SECTION IV: INTERNATIONAL MANAGEMENT RESEARCH
The Challenge of Learning More: Evaluating Cross-Cultural Management Studies
243
20
Source of Limitations in Present Management Studies
244
3
Economic Hegemony
244
1
Institutional Heritage
245
1
Assumed Universality
246
1
Types of International Management Research
247
5
Domestic Research
249
1
Replication Research
250
1
Indigenous Research
250
1
Comparative Research
250
1
International Research
251
1
Intercultural Research
251
1
Methodological Issues in Cross-Cultural Research
252
7
Equivalence
252
2
Sampling
254
2
Data Collection
256
2
Measurement and Data Analysis
258
1
Summary of Methods Issues
259
1
Critiques of International and Cross-Cultural Research
260
1
Summary
261
2
References
263
38
Author Index
301
12
Subject Index
313
6
About the Author
319