The handbook of cross-cultural management research

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The handbook of cross-cultural management research

edited by Peter B. Smith, Mark F. Peterson, David C. Thomas

Sage, c2008

  • : cloth

Available at  / 19 libraries

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Includes bibliographical references (p. 449-535) and indexes

Description and Table of Contents

Description

Renowned international experts Peter B. Smith, Mark F. Peterson, and David C. Thomas, editors of the The Handbook of Cross-Cultural Management, have drawn together scholars in the field of management from around the world to contribute vital information from their cross-national studies to this innovative, comprehensive tome. Chapters explore links between people and organizations, providing useful cultural perspectives on the most significant topics in the field of organizational behavior-such as motivation, human resource management, and leadership -and answering many of the field's most controversial methodological questions. Key Features Presents innovative perspectives on the cultural context of organizations: In addition to straightforward coverage of structures and processes, this Handbook addresses locally distinctive, indigenous views of organizational processes from around the world and considers the interplay of climate and wealth when analyzing how organizations operate. Offers an integrated theoretical framework: At the start of each substantive section, the Editors provide context for the upcoming chapters by discussing how prevalent cultures in different parts of the world place emphasis on particular aspects of organizational processes and outcomes. Boasts a global group of contributing scholars: This Handbook features contributing authors from around the world who represent an outstanding mix of respected, long-standing scholars in cross-cultural management as well as newer names already impacting the literature. Provides an authoritative agenda for the future development of the field: All chapters conclude with a list of promising avenues for further research and a focus on issues that remain unresolved. Intended Audience This Handbook is an ideal resource for researchers, instructors, professionals, and graduate students in fields of business, management, and psychology.

Table of Contents

Chapter 1: Introduction - Mark F. Peterson, Peter B. Smith, and David C. Thomas The Essence of Culture: Systems of Values, Beliefs and Meanings Links between People and Organizations Organizational Structures and Processes Managing a Multiple Nation Workforce Chapter 2: Cognitive Structures and Processes in Cross-Cultural Management - Mark F. Peterson and Robert E. Wood Motives and Motivation Processes Personality Constructs Cognitive Perspectives for Cross-Cultural Management Research Conclusions From Cognitive Theory Research Agenda Chapter 3: Social Structures and Processes in Cross-Cultural Management - Mark F. Peterson and Peter B. Smith Nations as Cultures How is Culture Created, Maintained, and Disseminated? Where Should Cultural Boundaries Be Drawn? Individuals Within Social Structures: Roles, Rules, and Norms Chapter 4: Methods and Measurements in Cross-Cultural Management - Kwok Leung Methodological Challenges in Cross-Cultural Management Research Cross-Cultural Equivalence Design of Cross-Cultural Studies Establishing Causality in Cross-Cultural Management Research Methodological Issues in International Management Research Emerging Methodological Issues in Cross-Cultural Management Research Chapter 5. Motivation and Job Satisfaction across Nations: How Much Do We Really Know? - Xu Huang The Theoretical Challenge to Universal Motivation Theories Empirical Evidence of Cross-National Variability In Defense of Universalist Motivation Theories How Much Do We Really Know? Chapter 6: Organizational Commitment: Complication or Clarification - S. Arzu Wasti Dimensions of Organizational Commitment Antecedents of Organizational Commitment Outcomes of Organizational Commitment Chapter 7. Psychological Contracts around the Globe: Cultural Agreements and Disagreements - Rene Schalk and Joseph Soeters Introduction Characteristics of Psychological Contracts The World as One Culture and as Many Aspects of Cross-Cultural Differences in Psychological Contracts Conclusions and Suggestions for Future Research Chapter 8. Organizational Justice and Reward Allocation - Ronald Fischer Dimensions of Justice Distributive Justice Interpersonal Justice Justice Perceptions Areas for Future Development Chapter 9. International Careers - Kerr Inkson and Svetlana Khapova Introduction The Special Nature of Careers in International Contexts Contextual Influences on International Careers Migration and International Careers Two Types of International Career Current Issues in International Careers Chapter 10. Organizational Citizenship in the Global Context - Larry Jiing-Lih Farh, Rick Hackett, and Zhi-Jun Chen National Culture Criteria for Selecting Studies for Review Review of the Literature The Influence of National Culture on the Construct Domain of Organizational Citizenship Behaviour The Influence of National Culture on Differences in Organizational Citizenship Behaviour Moderating Effects of National Culture on Predictor- Organizational Citizenship Behaviour Relationships Moderating Effects of National Culture on Organizational Citizenship Behaviour -Outcome Relationships Future Research Direction Chapter 11. Work and Family: Research in Cross-National and International Contexts - Mila Lazarova and Michelle Lowe Expatriate Work/Family Research Research across Different National Contexts Comparative Work/Family Research Conclusions and Directions for Future Research Chapter 12. Cross Cultural Skills and Abilities: From Communication Competence to Cultural Intelligence - David C. Thomas and Stacey R. Fitzsimmons Effective Intercultural Interactions The Historical Basis for Studying Cross-Cultural Skills and Abilities Models of Intercultural Effectiveness A Typology of Cross-Cultural Skills and Abilities Conclusion Chapter 13. Cross-Cultural Approaches to Leadership - Zeynep Aycan Theoretical Approaches to Leadership in Cultural Context A Critical Review of Cross-Cultural Leadership Research Culture as a Main Effect Influencing Leadership Culture as a Moderator of the Relationship between Leadership and Outcomes Culture as a Source of Meaning: The Case of Paternalistic Leadership Chapter 14. Cross-Cultural Influence Strategies and Power Sources - Ping Fing Fu and Jun Liu Introduction The Existing Literature: A General Review A New Approach Conclusion Chapter 15. Teams Within and Across Cultures - Nir Halevy and Lilach Sagiv Multicultural Teams The Cultural Group Approach The Dynamic Constructivist Approach Unresolved Issues and Opportunities for Research Chapter 16. Culture and Negotiation - Jeanne Brett adn Susan Crotty The Dimensional Approach to Studying Cultural Effects on Negotiations The Cultural Group Approach The Dynamic Constructivist Approach Unresolved Issues and Opportunities for Research Chapter 17. The Culture of Global Organizations - Miriam Erez and Efrat Shokef The Nature of Multinational Enterprises Culture as a Multi-Level Dynamic Construct A Global Work Culture An Empirical Examination of the Global Work Culture Value Typology Summary and Discussion Chapter 18. Knowledge Management and Knowledge Transfer in Multinational Enterprises: Cultural and Institutional Perspectives - Jon Lervik Introduction Cross-Cultural Perspectives Neo-Institutionalism Discussion and Conclusion Chapter 19. Indigenous Aspects of Management - Peter B. Smith Societal Systems of Capitalism More Specific System Elements Emic Approaches Strengthening the Contribution from Indigenous Studies Chapter 20. Climate, Wealth, and Organization - Evert van de Vliert Climate and National Culture in Organizations Climate-Wealth Foundation of Organization Construction Climato-Economic Niches of Organizational Structures Climato-Economic Niches of Organizational Strategies Three Tentative Conclusions Three Remaining Puzzles Chapter 21. Comparative Human Resource Management Policies and Practices - Chris Brewster and Wolfgang Mayrhofer Comparing HRM around the Globe Explaining the Differences in Comparative HRM: Culture and Institutions Evidence of Convergence? Conclusions Chapter 22. Expatriate Selection and Evaluation - Rosalie Tung and Arup Varma Introduction Expatriate Selection Expatriate Evaluation Discussion Chapter 23. Global Diversity Management - Mustafa OEzbilgin Introduction Historical Development of the Diversity Management Concept Single-Nation Diversity Management Research Global Diversity Management: From Practice to Theory Discussion Chapter 24. Cross-Cultural Training: Applications and Research - Richard Brislin, Brent Macnab, and Farzana Nayani Goals of Cross-Cultural Training The Need for Cross-Cultural Training Historical Development of Cross-Cultural Training Development of Cross-Cultural Training Methods Types of CCT Programs CCT Effectiveness Recommendations for Future CCT Research Final Thoughts, Practical Recommendations and Future Considerations Chapter 25. Managerial Roles in the International Context - Davina Vora Typologies of Managerial Roles Role Theory and Boundary Spanning Theory A Contingency Approach Areas for Future Research Chapter 26. Cultural Dynamics and Impact of Cultural Distance within Mergers and Acquisitions - Gunter K. Stahl Cultural Variations in Mergers and Acquisitions Beyond the Cultural Distance Paradigm: Research into the Performance Effects of Cultural Differences in Mergers and Acquisitions Linking Cultural Differences to Integration Outcomes: Theoretical Perspectives on the Role of Culture in Mergers and Acquisitions The Impact of Cultural Differences on Post-Merger Performance: An Integrative Model Open Questions and Future Research Directions

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