Cross-Cultural Management: Essential Concepts, Fourth Edition introduces readers to the fundamentals of cross-cultural management by exploring the influence of culture on interpersonal interactions in organizational settings and examining the ever-increasing number of cross-cultural management challenges that global managers face in today’s workplace. Instead of taking a country specific approach, authors David C. Thomas and Mark F. Peterson offer a predominantly psychological perspective—focusing on the interactions of people from different cultures in organizational settings. This approach shows readers the effects culture has on a wide variety of cross-cultural interactions across organizational contexts.

Table of Contents:
PART I: MANAGEMENT AND CULTURE Chapter 1: Introduction: The Challenging Role of the Global Manager Globalization What Global Managers Do Evaluating Cross-Cultural Management Studies Summary Questions for Discussion Chapter 2: Describing Culture: What It Is and Where It Comes From Features of Culture Culture: A Working Definition Why Cultures Differ and Persist Debates Surrounding the Concept of Culture Culture and Social Groups Summary Questions for Discussion Chapter 3: Comparing Cultures: Systematically Describing Cultural Differences Kluckhohn and Strodtbeck Framework Hofstede’s Study Schwartz Value Survey Trompenaars’s Dimensions The GLOBE Study Individualism and Collectivism Social Axioms Culture as Sources of Guidance Cultural Distance Limitations of Country Culture Research Use of the Frameworks Summary Questions for Discussion Chapter 4: How Culture Works: Fundamentals of Cross-Cultural Interaction Social Cognition Cultural Schemas Cultural Scripts and Norms Selective Perception Perceived Similarity and Attraction Stereotypic Expectations Differential Attributions Cross-Cultural Interaction Model Self-Schemas and Motivation Summary Questions for Discussion PART II: ROLES OF THE GLOBAL MANAGER Chapter 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 Motivational Biases in Decision-Making Selection and Reward Allocation Decisions Ethical Dilemmas in Decision-Making Summary Questions for Discussion Chapter 6: The Manager as Negotiator: Communicating and Negotiating Across Cultures Cross-Cultural Communication Process Language Communication Styles Other Language Considerations Language Pragmatics Nonverbal Communication Negotiation and Conflict Resolution Across Cultures Summary Questions for Discussion Chapter 7: The Manager as Leader: Motivation and Leadership across Cultures Motivation Across Cultures Work Goals Work Centrality and Organizational Commitment Designing Motivating Jobs Leadership Western Leadership Theory Non-Western Theories of Leadership Integrated Cross-Cultural Model of Leadership Implications for the Practice of Leadership Summary Questions for Discussion PART III: GLOBAL MANAGEMENT CHALLENGES Chapter 8: The Challenge of Multicultural Work Groups and Teams Work Groups Work Group Effectiveness Culture’s Influence on Work Groups Culture’s Effect in Different Group Structures and Tasks Global Virtual Teams Organizational Context and Culturally Diverse Work Groups Managing Multicultural Work Groups Summary Questions for Discussion Chapter 9: The Challenge of International Organizations: Structure and Culture Organizations Organizational Designs Culture and Organizational Structure Informal Organization Organizing in Multinational Organizations Relationship of the MNO to Its Members Summary Questions for Discussion Chapter 10: The Challenge of International Assignments The Role of Expatriates Individual Staffing Decisions Definitions of Success Adjustment–Performance Relationship Factors Affecting Expatriate Success Repatriation Outcomes of Overseas Assignments and Global Careers Summary Questions for Discussion Chapter 11: The Challenge of Managing Across Cultures in the Future The Changing Environment of Business The Adaptation of Organizations and People The Development of Global Managers Summary Questions for Discussion References Name Index Subject Index Subject Index