Managing across Cultures

Sage, 2011.

Managing across Cultures introduces the concepts, policies and practices of managing resources in different socioeconomic, political and cultural contexts.

It is structured on a country-by-country basis to allow a closer and more rigorous examination of the factors that influence labour market trends, organization and employment policies and practices in specific countries.

The book:

• includes dedicated chapters on emerging economies in Asia, Africa, the Middle East and Latin America

•  provides an understanding of the theoretical underpinnings and the practical implications of different national approaches to management in a clear and coherent style

• packed with case studies and examples from a wide range of geographical contexts

• contains learning features such as: learning objectives; tasks; summaries; suggestions for further reading; and revision questions.

Table of Contents:

PART ONE: INTRODUCTION

Why Study Managing across Cultures?

The Meaning and Importance of Managing across Cultures

Contexts and the Cultural Dilemma of Managing across Cultures

Part I Case Study

Bob over the Globe – Chevron and Saudi Aramco

PART TWO: MANAGING IN ANGLO-SAXON COUNTRIES

The USA and Canada

The UK and Ireland

Australia and New Zealand

Part II Case Study

9/11 – The effects and Organizational Response

PART THREE: MANAGING IN SOUTHEAST ASIAN COUNTRIES

Japan and South Korea

China and Hong Kong

Indonesia and Malaysia

Part III Case Study

The 1997 Asian Financial Crisis

PART FOUR: MANAGING IN WESTERN EUROPEAN COUNTRIES

Belgium and France

Germany and The Netherlands

Denmark, Norway and Sweden

Greece, Italy and Spain

Part IV Case Study

EU Enlargement and Its Implications for Work and Employment

PART FIVE: MANAGING IN DEVELOPING COUNTRIES

African Countries

Arab Countries

India

Central and Eastern Europe

South America

Part V Case Study

 Making Poverty History

PART SIX: CONCLUSION

 Emerging Issues and Future Challenges in Managing across Cultures

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