Book•
Managing Cultural Differences
01 Jan 1979-
TL;DR: The Managing Cultural Differences (MCD) as mentioned in this paper is a popular textbook for international business and cross-cultural management courses and is required course reading for undergraduates, postgraduates, and MBA students.
Abstract: The world of business for all organizations in the twenty-first century is global, interdependent, complex, and rapidly changing. That means sophisticated global leadership skills are required more than ever today. Individual and organizational success is no longer dependent solely on business acumen. Our ability to understand, communicate, and manage across borders, countries, and cultures has never been as important as it is now. The understanding and utilization of cultural differences as a business resource is a key building block as companies rely on their global reach to achieve the best profit and performance.
For this reason, international business and cross-cultural management are key topics in undergraduate business, MBA, and executive education programs worldwide as companies and institutions prepare current and future business leaders for the global marketplace. This exciting new edition of the highly successful textbook, Managing Cultural Differences, seeks to guide students and any person with global responsibilities to understand how culture fits in a changing business world, how to gain a competitive advantage from effective cross-cultural management, and gives practical advice for doing business across the globe.
With updated content, new case studies, and a new author team, Managing Cultural Differences is required course reading for undergraduates, postgraduates, and MBA students alike, as well as being of significant value for anyone who sells, purchases, travels, or works internationally.
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TL;DR: In this article, board composition, multiple directorships and type of shareholders are used as a proxy for culture and the ethnic background of directors and shareholders is used to increase understanding of the potential effects of culture and corporate governance on social disclosures.
1,633 citations
TL;DR: A review of the cross-cultural training literature is presented in this paper, and it is determined that cross-culture training in general is effective, and a theoretical framework based on social learning theory is proposed for understanding past research and for guiding future research.
Abstract: Increased internationalization in the economic, political, and social arenas has led to greater interpersonal cross-cultural contact. Because much of this contact has not been successful, cross-cultural training has been proposed by many scholars as a means of facilitating more effective interaction. A review of the cross-cultural training literature is presented, and it is determined that cross-cultural training in general is effective. The article also offers a theoretical framework based on social learning theory for understanding past research and for guiding future research; this is important because in this context variables seem to operate differently in international versus domestic areas.
1,273 citations
TL;DR: The authors reviewed academic management from three global perspectives: contextual, quantitative, and qualitative, and made recommendations to develop a more globally relevant organizational science in which universal, regiocentric, intercultural, and culture-specific theories and research are clearly demarcated.
Abstract: This article reviews academic management from three global perspectives: contextual, quantitative, and qualitative. Based on multiple methods of assessment, academic management is found to be overly parochial. Cultural values of the United States underlie and have fundamentally framed management research, thus imbuing organizational science with implicit, and yet inappropriate, universalism. Recommendations are made to develop a more globally relevant organizational science in which universal, regiocentric, intercultural, and culture-specific theories and research are clearly demarcated.
957 citations
878 citations
TL;DR: In this article, the authors propose a conceptual definition of cross-cultural competence (CC) as it applies to international business and develop a model for understanding how CC is nurtured in individuals, linking our definition to the concept of cultural intelligence.
Abstract: Many international business failures have been ascribed to a lack of cross-cultural competence (CC) on the part of business practitioners. However, the international business literature appears to lack an adequate conceptualization and definition of the term ‘CC’, focusing instead on the knowledge, skills and attributes that appear to be its antecedents. In this conceptual study, we propose a definition of CC as it applies to international business and develop a model for understanding how CC is nurtured in individuals, linking our definition to the concept of cultural intelligence. We discuss the components of the model and suggest that there are environmental and contextual impediments to the effective application of the requisite skills, knowledge and attributes that have been identified as necessary for CC, resulting in a gap between ‘knowing’ and ‘doing’. We conclude by discussing the implications of the model for practitioners, and by suggesting appropriate directions for further research.
775 citations