Critical Issues in Cross Cultural Management
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Global organizations are the norm of today's interconnected world (Burke, Shuffler, Salas, & Gelfand, 2010). These complex organizations face different challenges than their nation-bound ancestors, in particular with regards to maximizing their use of human capital (Gelfand, Erez, & Aycan, 2007). Amongst the most pressing of these issues are the definition and development of cross-cultural competencies (Deardorff, 2009), global leadership (Mendenhall, 2008) and the reduction of cross cultural conflict (Gelfand et al., 2001). It is only by addressing these issues that researchers will be able…mehr

Produktbeschreibung
Global organizations are the norm of today's interconnected world (Burke, Shuffler, Salas, & Gelfand, 2010). These complex organizations face different challenges than their nation-bound ancestors, in particular with regards to maximizing their use of human capital (Gelfand, Erez, & Aycan, 2007). Amongst the most pressing of these issues are the definition and development of cross-cultural competencies (Deardorff, 2009), global leadership (Mendenhall, 2008) and the reduction of cross cultural conflict (Gelfand et al., 2001). It is only by addressing these issues that researchers will be able to support the activities of the practitioners who are tasked to resolve issues such as selecting for international assignment, developing a global talent pipeline, and minimizing outbreaks of cross cultural conflict. Yet, researchers cannot solve these conundrums alone. To that end, these three topics were the focus of the 2014 Cross Cultural Management Summit, which addressed these issues by gathering experts from diverse backgrounds to deliberate on the science and practices surrounding the assessment of cross cultural competence, the development of global leaders, and the management of cross cultural conflict. The chapters in this book contain the knowledge accumulated from thought-leader session led by invited speakers representing scholars, practitioners, and military experts in each of these topics. The book serves as a polished definitive text in the field of cross cultural work and organizational psychology, gathering and disseminating the cutting edge of research and practice on each of these focal topics. It is a catalyst for future research and the development of best practices with regards to these issues, responding to calls for more and better quality globalized work psychology research and practice (Gelfand, Leslie, Fehr, 2008).
Autorenporträt
Jessica L. Wildman, Ph.D. Jessica L. Wildman, PhD, is an Assistant Professor in the Industrial Organizational Psychology program and the Research Director of the Institute for Cross Cultural Management at the Florida Institute of Technology. She earned her PhD in industrial/organizational psychology from the University of Central Florida in 2011 under the direction of Dr. Eduardo Salas. Since 2007, she has co-authored eleven book chapters and ten refereed journal articles and has personally presented over twenty times at professional conferences on topics including cultural competence, trust development and repair, global virtual teams, team cognition, and team effectiveness. Dr. Wildman has experience designing and managing international research as a part of a federally funded multidisciplinary university research initiative (MURI) and developing training for the calibration of trust in military swift starting action teams for a small business innovative research (SBIR) project. She was awarded the Interservice/Industry Training, Simulation, and Education Conference (I/ITSEC) doctoral scholarship in 2010 and the Interdisciplinary Network for Group Research (INGRoup) best conference poster award in 2009 for her work on measuring trust and distrust as separate attitudes. Dr. Wildman and Dr. Griffith are currently co-editing a book entitled "Leading Global Teams: Translating the Multidisciplinary Science to Practice." Her current research interests include interpersonal trust dynamics across cultures, multicultural work performance, and global virtual team processes and performance. Richard Griffith, Ph.D. Dr. Griffith is a Professor in the Industrial Organizational Psychology program and the Executive Director of The Institute for Cross Cultural Management at the Florida Institute of Technology. He received his doctoral degree in I/O Psychology from The University of Akron in 1997. He is the author of over 75 publications and presentations in the area of personnel selection and is the editor and author of several books, chapters, and journals on the topic. He has conducted funded research for the Department of Defense examining the measurement and training of cross-cultural competence and the development of region specific cultural databases. Dr. Griffith provides coaching in global leadership and executive presentations, specializing in presentations conducted abroad. He is the Associate Editor of the European Journal of Psychological Assessment and the co-editor of "Internationalizing the Organizational Psychology Curriculum" and the upcoming book "Leading Global Teams: Translating the Multidisciplinary Science to Practice". His work has been featured in Time magazine and The Wall Street Journal. Brigitte Armon, M.S. Brigitte Armon is a Ph.D. candidate in the International I/O Psychology program at the Florida Institute of Technology where she also works as the Assistance Coordinator of International Student Services. She is the Product Development Manager with the Institute for Cross-Cultural Management (ICCM), where she conducted funded research on the development of regional cultural databases. Brigitte is the author of several articles and chapters discussing the internationalization of the management science and the co-editor of "Internationalizing the Organizational Psychology Curriculum". Ms. Armon graduated summa cum laude from the University of Pittsburgh with B.S. in Psychology in 2007.
Inhaltsangabe
Part I: Going Global: Defining and Developing Cross Cultural Competency: Assessing Cross-Cultural Competence: Framework, Measures, Findings.- Are There Cross-Cultural SMEs?.- Culture-General Expertise in Operational Environments.- Making Sense of Culture: The Challenge to Make Marines Perceive Culture as Sexy.- Part II: The Imperative of Global Leadership: Fulling the Talent Pipeline: From Intuition to Insight: Critical Findings from the Global Leadership Forecast.- Leadership for Today's Multicultural, Virtual, and Distributed Teams.- Cognitive and Affective Adaptation Across Cultures.- Part III: A Shrinking Planet and Growing Resource Gap: Navigating Cultural Conflict: Conflict Can Bring out the Best or the Worst in People.- Culture and Peacemaking: Challenges and Lessons Learned.- One Finger Pointing Toward the Other, Three are Back at You.- Cultural Dilemmas and Sociocultural Encounters: An Approach for Resolving Conflicts in Culturally Diverse Situations.