Drawing on thirty years of empirical research, this book reveals the diversity of managerial practices that may be observed throughout the world and provides methodological guidelines to enable researchers and practitioners to engage in an alternative approach to cross-cultural management.
Drawing on thirty years of empirical research, this book reveals the diversity of managerial practices that may be observed throughout the world and provides methodological guidelines to enable researchers and practitioners to engage in an alternative approach to cross-cultural management.
Philippe d'Iribarne is Managing Director of Gestion et Société (National Cultures & Organisations, www.cerebe.org) at the National Center for Scientific Research (CNRS) in Paris. Jean-Pierre Segal was a member of the National Center for Scientific Research (CNRS) unit Dauphine Recherche Management (DRM) before retiring in November 2018, and remains a supervisor of PhD theses at Paris Dauphine University. Sylvie Chevrier teaches at Université Gustave Eiffel and is former deputy director of the research centre in management of Paris-Est University (IRG). Alain Henry was previously Director of Research at the French Development Agency (AFD), and is currently a member of the research group National Cultures & Organisations (Gestion et Société). Geneviève Tréguer-Felten formerly directed communications departments in MNCs and is currently a member of the research group GEM&L (a language-sensitive research in management association).
Inhaltsangabe
Introduction: The Need for a New Approach to Culture in Organizations Part I: Universal Management Utopia 1: The Cultural Roots of American Management 2: American Management Put to the Test 3: Theorising National Cultures Part II: Management Fundamentals and Culture 4: Leadership 5: Procedures and Control 6: Decision Making 7: Industrial Relations 8: Customer Relations 9: Ethics and Corporate Social Responsibility Part III: Rethinking Intercultural Relations 10: Interpersonal Communication 11: Corporate Communication 12: Intercultural Team Challenges Part IV: For a Productive Use of the Interpretative Approach 13: A Company Odyssey in the South 14: Transferring Management Practices 15: Efficient Multicultural Teams 16: Guidelines for Deciphering Cultures Conclusion: Making the Most of Culture Understanding
Introduction: The Need for a New Approach to Culture in Organizations Part I: Universal Management Utopia 1: The Cultural Roots of American Management 2: American Management Put to the Test 3: Theorising National Cultures Part II: Management Fundamentals and Culture 4: Leadership 5: Procedures and Control 6: Decision Making 7: Industrial Relations 8: Customer Relations 9: Ethics and Corporate Social Responsibility Part III: Rethinking Intercultural Relations 10: Interpersonal Communication 11: Corporate Communication 12: Intercultural Team Challenges Part IV: For a Productive Use of the Interpretative Approach 13: A Company Odyssey in the South 14: Transferring Management Practices 15: Efficient Multicultural Teams 16: Guidelines for Deciphering Cultures Conclusion: Making the Most of Culture Understanding
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