This is the first handbook to provide an overview of the major theoretical perspectives in cross-cultural management and to look at how they can be applied to real-world situations.
- Offers insights into the major cross-cultural issues and problems that managers face .
- Demonstrates how theoretical perspectives and research findings can be applied to actual situations and organisations.
- Contributors are leading researchers from a variety of nations and academic disciplines.
Preface.
Editors' Introduction.
Part I: Frameworks For Cross-Cultural Management:.
1. National Culture and Economic Growth: Richard H. Franke (Loyola College), Geert Hofstede (Tilburg University), and Michael H. Bond (Chinese University of Hong Kong).
2. Generic Individualism and Collectivism: Harry C. Triandis (University of Illinois).
Part II: Strategy, Structure, and Inter-organizational Relationships:.
3. Cultures, Institutions, and Strategic Choices: Towards an Institutional Perspective on Business Strategy: Mike W. Peng (The Ohio State University).
4. Knowledge Acquisition through Alliances: Opportunities and Challenges: Paul Almeida (Georgetown University), Robert Grant (Georgetown University) and Anupama Phene (University of Utah).
5. Cooperative Strategies Between Firms: International Joint Ventures: Louis Hebert (The University of Western Ontario) and Paul W. Beamish (The University of Western Ontario).
6. The Importance of the Strategy-Structure Relationship in MNCs: William Egelhoff (Fordham University).
Part III: Managing Human Resources Across Cultures:.
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