Cross-Cultural Management

David C Thomas (PhD University of South Carolina) is a Professor in the Gustavson School of Business, University of Victoria and Professor Emeritus of International Management at Simon Fraser University, Canada. He is the author of a dozen books including (with Kerr Inkson) the bestselling Cultural Intelligence, Berrett-Koehler Publishers. His book Cross-Cultural Management: Essential Concepts (2008, Sage Publications) was the winner of the R. Wayne Pace Human Resource Development book of the year award for 2008. In addition, he has edited (with Peter B. Smith and Mark Peterson) The Handbook of Cross-Cultural Management Research from Sage Publications. His research on cross-cultural interactions in organizational settings has appeared in the leading journals in the field. He is currently serves on the editorial boards of the Journal of International Business Studies, the Journal of Organizational Behavior, and European Journal of Cross-Cultural Competence and Management. Dr. Thomas’ academic postings have included positions at the Australian Graduate School of Management (AGSM), University of New South Wales, the Pennsylvania State University and The University of Auckland, New Zealand, where he was also Director of the Master of International Business Program. He has held visiting positions at Koç University, Istanbul, Turkey, The Chinese University of Hong Kong, the University of Hawaii, Massey University, New Zealand, and ESCEM, Tours, France. In addition to teaching at both undergraduate and postgraduate level, Dr Thomas has consulted on cultural diversity issues with numerous organizations. When not teaching or writing he can often be found scraping or varnishing or sometimes sailing his 1984 Hans Christian cutter, “Clovelly.”

Preface
Section I: Management and Culture
1. Introduction: The Challenging Role of the Global Manager
Globalization
Growing Economic Interconnectedness
More Complex and Dynamic Work Environment
Increased Use and Sophistication of Information Technology
More and Different Players in the Global Stage
Environment of Global Management
What Global Managers Do
Organizational Context, Culture, and Managerial Roles
Evaluating Cross-Cultural Management Studies
Limitations in Present Management Studies
Types of International Management Research
Methodological Issues in Cross-Cultural Research
Critiques of International and Cross-Cultural Research
2. Describing Culture: What It Is and Where It Comes From
Features of Culture
Culture is Shared
Culture is Learned
Culture is Systematic and Organized
Why Cultures Differ and Persist
Survival
Language
Religion
Other Factors
Debates Surrounding the Concept of Culture
National Culture
Convergence, Divergence or Equilibrium
Organizational versus National Culture
Acculturation and Biculturalism
Culture and Social Groups
In-Group Bias and Prejudice
Ethnocentrism
3. Comparing Cultures: Systematically Describing Cultural Differences
Kluckhohn and Strodtbeck Framework
Hofstede’s Study
Confucian-Dynamism
Cultural Distance
Criticism of Hofstede’s Study
Schwartz Value Survey
Trompenaars’s Dimensions
The GLOBE Study
Individualism and Collectivism
Tightness and Complexity
Vertical and Horizontal Dimensions
Social Axioms
Use of the Frameworks
4. How Culture Works: Fundamentals of Cross-Cultural Interaction
Social Cognition
Cultural Norms and Scripts
Selective Perception
Perceived Similarity and Attraction
Stereotypic Expectations
National Stereotypes
Resistance to New Information
Stereotype Complexity and Evaluation
Social Dominance
Differential Attributions
Inconclusive Information
Attribution Error
Cultural Differences in Attribution Bias
Cross-Cultural Interaction Model
Motivation Across Cultures
Cultural Variation in Self-Concept
Motivational Implications of Differing Self-Concepts
Section II: Roles of the Global Manager
5. The Manager as Decision Maker: Cross-Cultural Dimensions of Decision Making
Rational Decision Making
Cultural Differences in the Optimization Model
Limits to Rationality
Cultural Constraints on Rationality
Heuristics
Availability
Representativeness
Anchoring and Adjustment
Motivational Biases in Decision Making
Selection and Reward Allocation Decisions
Ethical Dilemmas in Decision Making
Moral Philosophies
Consequential Models
Deontological or Rule-Based Models
Cultural Relativism
Cognitive Moral Development
6. The Manager as Negotiator: Communicating and Negotiating Across Cultures
Cross-Cultural Communication Process
Language
Communication Styles
Explicit versus Implicit Communication
Direct versus Indirect Communication
Silence and Verbal Overkill
Use of Praise
Other Language Considerations
Slang and Jargon
Euphemisms
Idioms
Proverbs and Maxims
Language Pragmatics
Language Accommodation
Stylistic Accommodation
Language Fluency
Nonverbal Communication
Tone of Voice
Proxemics
Body Position and Gestures
Facial Expression
Eye Contact (Gaze)
Negotiating and Conflict Resolution across Cultures
Descriptions Negotiation Process and Behavior
Cultural Dimensions and Negotiation
Holistic Approaches to Negotiation
7. The Manager as Leader: Motivation and Leadership Across Cultures
Motivation Across Cultures
Content Theories
Process Theories
Equity Theory
Expectancy Theory
Goal Setting
Meaning of Work
Designing Motivating Jobs
Leadership
Western Leadership Theory
Trait Theories
Behavioral Theories
Contingency Theories
Implicit Theories
Project GLOBE
Non-Western Theories of Leadership
Performance-Maintenance Theory
Leadership in the Arab World
Paternalism
Integrated Cross-Cultural Model of Leadership
Implications for the Practice of Leadership
Universal Leadership Functions
Culture-Specific Leader Behaviors
Situational Moderators
Section III: Global Management Challenges
8. The Challenge of Multicultural Work Groups and Teams
Work Groups
Work-Group Effectiveness
External Conditions
Group-Member Resources
Group Structure
Group Process
Group Processes over Time
Group Task
Group Composition
Culture’s Influence on Work Groups
Cultural Norms
Cultural Diversity
Relative Cultural Distance
Culture’s Effect in Different Group Structures and Tasks
Global Virtual Teams
Organizational Context and Culturally Diverse Work Groups
Management Support
Group-Level Rewards
Work-Group Status
Training
Self-Management
Managing Multicultural Work Groups
Work-Group Task and Structure
Broad Evaluation Criteria
Composition and Task Requirements
Common Purpose
9. The Challenge of Designing International Organizations
Organizations
Organizational Designs
Explaining Organizational Structure
Deterministic Theory
Contingency Theory
Ecological Theories
Institutional Theory
Culture and Organizational Structure
Culture-Free Perspective
Structural Variation across Cultures
Informal Organization
Organizing in Multinational Organizations
Multinational Structures
International Collaborative Alliances
International Mergers and Acquisitions
MNO Subsidiary Structure
Managerial Roles in Multinational Organizations
Cultural Differences in the Psychological Contract
10. The Challenge of International Assignments
The Role of Expatriates
Individual Staffing Decisions
Selection of Managers for Overseas Assignments
Decision to Accept an Overseas Assignment
Definitions of Success
Turnover
Adjustment
Task Performance
Adjustment-Performance Relationship
Factors Affecting Expatriate Success
Individual Factors
Demographics
Foreign Language Ability and Previous International Experience
Nationality of Expatriates
Gender of Expatriates
Job and Organizational Factors
Expatriate Job Characteristics
Job Level
Expatriate Training
Environmental Factors
Cultural Novelty
Social Support
Repatriation
Global Careers
11. The Challenge of Managing across Cultures in the Future
The Changing Environment of Business
Uneven Development
Influence of Transition Economies
Information and Communication Technology
Pressure on the Natural Environment
The Adaptation of Organizations and People
The MNO Context
The Future of Organizational Work
The Development of Global Managers
Summary
References
Author Index
Subject Index
About the Author