Muutke küpsiste eelistusi

Intercultural Management: Concepts, Practice, Critical Reflection [Pehme köide]

  • Formaat: Paperback / softback, 416 pages, kõrgus x laius: 232x186 mm, kaal: 740 g
  • Ilmumisaeg: 30-Mar-2022
  • Kirjastus: Sage Publications Ltd
  • ISBN-10: 1529789745
  • ISBN-13: 9781529789744
  • Formaat: Paperback / softback, 416 pages, kõrgus x laius: 232x186 mm, kaal: 740 g
  • Ilmumisaeg: 30-Mar-2022
  • Kirjastus: Sage Publications Ltd
  • ISBN-10: 1529789745
  • ISBN-13: 9781529789744
This textbook explores the reasons for intercultural differences and their effects on the behavior of individuals and organizations within the context of management.

This textbook explores the reasons for intercultural differences and their effects on the behavior of individuals and organizations within the context of management. The text embraces the presence of ambiguity and complexity and encourages critical thinking when it comes to intercultural relations in order to avoid ethnocentrism, stereotyping and prejudice as well as overly simplistic solutions.

Integrating findings from management, but also the humanities and social sciences, as well as politics and pop culture, intercultural management is understood as a phenomenon that transcends disciplinary boundaries and includes questions around identity constructions, power relations, and ethics. This makes intercultural management a fascinating and rewarding subject to study. Throughout, the author encourages an analytical approach to intercultural management built upon strong methodological foundations and draws on examples from a wide range of different contexts and cultures to help reflectively translate research and concepts into practice in a way that is lively and engaging.

This textbook is essential reading for students taking university courses related to intercultural management. Lecturers can visit the companion website to access a Teaching Guide and PowerPoint slides that can be adapted and edited to suit teaching needs. 

Dirk Holtbrügge is Professor of International Management at the School of Business, Economics and Society, Friedrich-Alexander-University Erlangen-Nürnberg, Germany.

Arvustused

Intercultural Management is a detailed, up-to-date contribution to management literature. Through illustrative cases from a wide variety of cultures, the book provides a captivating angle on the most recent research in the field. It makes the reader reflect and demonstrates the importance of cultural understanding in intercultural management. Through systematic composition and comprehensive figures, the book shines a light on aspects such as communication, psychology, and history. Intercultural Management is well suited to give students increased cultural understanding and knowledge of international business. -- Ilan Alon This book is very timely and well written. There is a coherent golden thread in the book and the chapters build on each other consistently and logically. It contains the most extensive collection of relevant theories and concepts I have ever seen in one place. The examples provided are carefully selected and very helpful to add currency to the theoretical claims. They offer opportunity for students to better understand what the content means for the real world and organizations. I also very much appreciate that the book is informed by the state-of-the-art literature in international business and management and that everything is backed up with substantial academic reference and evidence. -- Benjamin Bader Intercultural Management is the textbook I have been waiting on for a long time. It starts where many other textbooks about this topic end. Instead of mainly repeating the obvious, the book contains many interesting and relevant aspects that are new even to experts in the field. The well-founded text mixes perfectly with sound practical examples, exercises, and references to videos and online resources. Students and managers alike will enjoy reading the book as it opens up new perspectives and stimulates critical reflection. -- Nicola Berg Digitalization has increased the possibilities and necessities to establish and maintain productive collaboration between people of different race, cultural backgrounds, and ethical attitudes. In addition, companies active on global markets have to adjust their value proposition to customers from different cultures. Intercultural Management by Dirk Holtbrügge is an easy to master step-by-step guide on how to develop intercultural competencies at individual, group, and organizational levels, and how to use these competencies in intra-organizational and inter-organizational collaboration. I also must stress that unlike many do-it-yourself guides, the book is deeply rooted in academic research. -- Igor Gurkov This book provides an excellent overview of intercultural management. It not only covers the major frameworks one would expect, but also broadens the discussion to less-commonly covered disciplines, such as geography, economic and political systems, and biology. In addition, it has a strong research focus, providing research-based critiques of frameworks and describing challenges of conducting intercultural research. The historical lens is unusual and insightful, and the inclusion of recent research and concepts in intercultural management makes the text timely. Finally, there are several practical examples drawing from many cultures and countries across the world, which are interesting and successfully illustrate concepts from the text. With Intercultural Management, students will gain an understanding of intercultural management concepts, recognize its complexity, and find themselves reflecting on ideas. In brief, the broad interdisciplinary approach, strong research-orientation, historical perspective, inclusion of recent topics, and use of several diverse examples make this a well-rounded, thoughtful, and relevant intercultural management text that will spur student learning. -- Davina Vora

Preface xi
Acknowledgments xiii
About the Author xiv
Online Resources for Instructors xv
Praise for this Book xvi
1 Relevance of Intercultural Management 1(10)
Learning Objectives
1(1)
1.1 Cultural Diversity-A Blessing or a Curse?
1(2)
1.2 Intercultural Management Challenges in Different Areas
3(4)
1.3 Reasons for Studying Intercultural Management
7(2)
Summary
9(2)
2 Definitions, Manifestations, Delineations, and Functions of Culture 11(31)
Learning Objectives
11(1)
2.1 Definitions of Culture
12(5)
2.2 Manifestations of Culture
17(3)
2.3 Delineations of National Culture
20(8)
2.4 Origins of Culture
28(9)
2.4.1 Physical Environment
29(1)
2.4.2 Legal-Political System
30(1)
2.4.3 Economy
31(1)
2.4.4 Religion
32(3)
2.4.5 Biology
35(2)
2.5 Functions of Culture
37(3)
Summary
40(2)
3 Intercultural Management Research: Conceptual and Methodological Issues 42(27)
Learning Objectives
42(1)
3.1 Historical Roots and Interdisciplinary References
42(4)
3.2 Current Research Streams and Theoretical Foundations
46(10)
3.2.1 Epistemological Perspectives
46(3)
3.2.2 Comparative Management Research
49(1)
3.2.3 Cross-Cultural Management Research
50(1)
3.2.4 Indigenous Management Research
51(2)
3.2.5 Postcolonial Management Research
53(3)
3.3 Methodological Challenges of Intercultural Management Research
56(10)
3.3.1 Conceptualization of Research Projects
57(1)
3.3.2 Data Collection
58(4)
3.3.2.1 Sample
58(1)
3.3.2.2 Methods
59(3)
3.3.3 Data Analysis
62(2)
3.3.4 Interpretation of Results
64(2)
Summary
66(3)
4 Concepts of Culture 69(66)
Learning Objectives
69(1)
4.1 The Concept of Kluckhohn and Strodtbeck
70(6)
4.1.1 Overview
70(1)
4.1.2 Basic Cultural Orientations
71(4)
4.1.2.1 Human-Nature Orientation
71(2)
4.1.2.2 Man-Nature Orientation
73(1)
4.1.2.3 Relational Orientation
73(1)
4.1.2.4 Activity Orientation
74(1)
4.1.2.5 Time Orientation
75(1)
4.1.3 Critical Evaluation
75(1)
4.2 The Concept of Hall
76(8)
4.2.1 Overview
76(1)
4.2.2 Dimensions of Culture
77(6)
4.2.2.1 Context Orientation
77(2)
4.2.2.2 Time Orientation
79(2)
4.2.2.3 Space Orientation
81(2)
4.2.3 Critical Evaluation
83(1)
4.3 The Concept of Hofstede
84(15)
4.3.1 Overview
84(5)
4.3.2 Dimensions of Culture
89(8)
4.3.2.1 Power Distance
89(1)
4.3.2.2 Uncertainty Avoidance
90(1)
4.3.2.3 Individualism vs. Collectivism
91(2)
4.3.2.4 Masculinity vs. Femininity
93(1)
4.3.2.5 Long-term Orientation
94(2)
4.3.2.6 Indulgence vs. Restraint
96(1)
4.3.3 Critical Evaluation
97(2)
4.4 The Concept of Trompenaars and Hampden-Turner
99(5)
4.4.1 Overview
99(1)
4.4.2 Dimensions of Culture
100(3)
4.4.2.1 Universalism vs. Particularism
100(1)
4.4.2.2 Individualism vs. Communitarianism
101(1)
4.4.2.3 Neutral vs. Emotional
101(1)
4.4.2.4 Specificity vs. Diffuseness
101(1)
4.4.2.5 Achieved Status vs. Ascribed Status
102(1)
4.4.2.6 Inner Direction vs. Outer Direction
102(1)
4.4.2.7 Sequential Time vs. Synchronous Time
103(1)
4.4.3 Critical Evaluation
103(1)
4.5 Schwartz"s Concept of Cultural Value Orientations
104(4)
4.5.1 Overview
104(2)
4.5.2 Dimensions of Culture
106(1)
4.5.2.1 Autonomy vs. Embeddedness
106(1)
4.5.2.2 Egalitarianism vs. Hierarchy
106(1)
4.5.2.3 Harmony vs. Mastery
107(1)
4.5.3 Critical Evaluation
107(1)
4.6 The GLOBE Study
108(11)
4.6.1 Overview
108(8)
4.6.2 GLOBE"s Cultural Dimensions: Cultural Practices vs. Cultural Values
116(1)
4.6.3 Critical Evaluation
117(2)
4.7 Thomas" Concept of Cultural Standards
119(5)
4.7.1 Overview
119(1)
4.7.2 Examples of Cultural Standards
119(4)
4.7.3 Critical Evaluation
123(1)
4.8 The Constructivist Concept of Culture
124(6)
4.8.1 Overview
124(1)
4.8.2 Application in Intercultural Management
125(4)
4.8.3 Critical Evaluation
129(1)
4.9 Concepts of Culture: A Critical Evaluation
130(2)
Summary
132(3)
5 Cultural Differences and Cultural Similarities 135(54)
Learning Objectives
135(1)
5.1 Cultural Clusters
135(18)
5.1.1 The Typology of Galtung
136(2)
5.1.2 Huntington"s Classification of Civilizations
138(2)
5.1.3 Cattell"s Concept of Syntality Patterns
140(1)
5.1.4 Taxonomy of Cultures Based on Hofstede
141(2)
5.1.5 Schwartz"s Spatial Map of Cultural Regions
143(2)
5.1.6 The GLOBE Cultural Clusters
145(2)
5.1.7 Cultural Clusters of Ronen and Shenkar
147(3)
5.1.8 Critical Evaluation
150(3)
5.2 Cultural Distance and Cultural Attractiveness
153(12)
5.2.1 The Kogut and Singh Index of Cultural Distance
153(4)
5.2.2 The Cultural Attractiveness Concept of Li et al.
157(2)
5.2.3 Shenkar"s Concept of Cultural Frictions
159(1)
5.2.4 Bilateral Trade in Cultural Goods as a Proxy for Cultural Attractiveness
160(3)
5.2.5 Critical Evaluation
163(2)
5.3 Cultural Diversity
165(21)
5.3.1 Level-Based Concepts of Cultural Diversity
166(4)
5.3.2 Variance-Based Concepts of Cultural Diversity
170(8)
5.3.2.1 Gelfand"s Concept of Cultural Tightness and Looseness
171(2)
5.3.2.2 The Concept of Ethnolinguistic Fractionalization
173(5)
5.3.3 Pattern-Based Concepts of Cultural Diversity
178(6)
5.3.4 Critical Evaluation
184(2)
Summary
186(3)
6 Intercultural Communication and Negotiation 189(65)
Learning Objectives
189(1)
6.1 Process Model of Intercultural Communication
190(2)
6.2 Elements of Intercultural Communication
192(30)
6.2.1 Verbal Communication
194(10)
6.2.1.1 Phonology
194(2)
6.2.1.2 Morphology
196(1)
6.2.1.3 Syntax
197(1)
6.2.1.4 Semantics
198(4)
6.2.1.5 Pragmatics
202(2)
6.2.2 Para-Verbal Communication
204(4)
6.2.2.1 Oral Communication
204(2)
6.2.2.2 Written Communication
206(2)
6.2.3 Non-Verbal Communication
208(9)
6.2.3.1 Oral Communication
208(6)
6.2.3.2 Written Communication
214(3)
6.2.4 Extra-verbal Communication
217(22)
6.2.4.1 Oral Communication
217(4)
6.2.4.2 Written Communication
221(1)
6.3 Language and Cognition
222(3)
6.4 Language and Translation
225(8)
6.5 Intercultural Negotiation
233(6)
6.6 Instrumental Forms of Intercultural Communication
239(13)
6.6.1 Tactics of Instrumental Communication
240(7)
6.6.1.1 Fake News
240(3)
6.6.1.2 Doublespeak
243(3)
6.6.1.3 Non-Linguistic Tactics of Instrumental Communication
246(1)
6.6.2 Responses to Instrumental Communication
247(7)
6.6.2.1 Disputing about Facts
247(2)
6.6.2.2 Redirecting the Discourse
249(1)
6.6.2.3 Impeaching the Person"s Credibility
250(1)
6.6.2.4 Irony
251(1)
6.6.2.5 Ending the Conversation
251(1)
Summary
252(2)
7 Intercultural Management of Individuals, Teams, and Organizations 254(31)
Learning Objectives
254(1)
7.1 Individual Level: Career Patterns, Motivation, and Leadership in Different Cultures
254(17)
7.1.1 Culture and Career Patterns
254(8)
7.1.1.1 Recruitment and Selection
255(2)
7.1.1.2 Training and Development
257(1)
7.1.1.3 Promotion
257(3)
7.1.1.4 Typology of Career Models by Evans, Lank and Farquhar
260(2)
7.1.2 Culture and Work Motivation
262(2)
7.1.3 Culture and Leadership
264(5)
7.1.4 Critical Evaluation
269(2)
7.2 Group Level: Multicultural Teams
271(4)
7.2.1 Cultural Diversity and Multicultural Team Performance
271(2)
7.2.2 Moderators of Multicultural Team Performance
273(1)
7.2.3 Critical Evaluation
274(1)
7.3 Corporate Level: Organization in Different Cultures
275(7)
7.3.1 Culture and Organizational Design
275(3)
7.3.2 Culture and Interorganizational Collaboration
278(2)
7.3.3 Cross-Cultural Transfer of Organizational Practices
280(2)
7.3.4 Critical Evaluation
282(1)
Summary
282(3)
8 Intercultural Competence 285(22)
Learning Objectives
285(1)
8.1 Relevance and Definition
285(1)
8.2 Dimensions of Intercultural Competence
286(4)
8.3 Stage Model of Intercultural Competence
290(2)
8.3.1 Ethnocentric Stages
291(1)
8.3.2 Ethnorelative Stages
292(1)
8.4 Developing Intercultural Competence as Learning Cycle
292(2)
8.5 Antecedents of Intercultural Competence
294(3)
8.5.1 Psychographic Factors
294(2)
8.5.2 Demographic Factors
296(1)
8.6 Outcomes of Intercultural Competence
297(3)
8.6.1 Cultural Adjustment
297(2)
8.6.2 Cultural Boundary Spanning
299(1)
8.7 Measuring Intercultural Competence
300(3)
8.7.1 Self-Reported Evaluations
300(2)
8.7.2 Informant-Based Evaluations
302(1)
8.7.3 Observer-Based Evaluations
302(1)
8.8 Critical Outlook and Future Directions
303(1)
Summary
304(3)
9 Intercultural Training 307(77)
Learning Objectives
307(1)
9.1 Relevance and Definition
307(1)
9.2 Typology of Intercultural Training Methods
308(2)
9.3 Culture-Specific Training
310(6)
9.3.1 Intellectual Culture-Specific Training
310(3)
9.3.2 Experiential Culture-Specific Training
313(3)
9.4 Culture-General Training
316(4)
9.4.1 Intellectual Culture-General Training
316(1)
9.4.2 Experiential Culture-General Training
316(4)
9.5 Effectiveness of Intercultural Training
320(3)
9.6 Critical Outlook and Future Directions
323(2)
Summary
325(4)
References
329(55)
Index 384
Dirk Holtbrügge is Professor of International Management at the School of Business, Economics and Society, Friedrich-Alexander-University Erlangen-Nürnberg, Germany. He is a regular visiting professor at universities in China, India, and Russia. His research focuses on international management, human resource management, and management in emerging markets. He has published seven books, nine edited volumes, and more than 80 articles in leading journals, such as Academy of Management Learning & Education, European Journal of International Management, International Business Review, International Journal of Cross Cultural Management, International Journal of Human Resource Management, Journal of Business Ethics, Journal of International Business Studies, Journal of International Management, and Management International Review.

Professor Holtbrügge is regularly listed in research-related rankings as one of the top-5% professors of business administration in Germany, Austria, and German-speaking Switzerland. He has extensive experience in executive education and works as a consultant for firms in Germany and abroad.