Mindscapes in management : use of individual differences in multicultural management
著者
書誌事項
Mindscapes in management : use of individual differences in multicultural management
Dartmouth Pub., c1994
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注記
Bibliography: p. 135-138
Includes index
内容説明・目次
内容説明
Corporate cultures and country cultures differ in the logics they use. Most people are unaware that many different logics exist. Management frictions in a merger, an acquisition, a joint venture or a subsidy formation occur not only due to differences m goals, objectives, priorities and methods, but also due to different logics even when goals and objectives are the same. Until now, each corporate culture of country culture was considered homogeneous in its logic. But in any culture, individual heterogeneity in epistemological types exists under the surface of homogeneity. A new way to succeed in multicultural management is to discover and utilise individuals of the hidden types as a bridge, and to make mutually beneficial combinations of different types. With his rich experiences in many countries, the author explains how to discover and utilise hidden types, with abundant examples from actual cases in several business categories.
目次
- Introduction
- Logic shock
- Hidden mindscape types
- Merits and defects of various mindscape types
- Multiethnic employee mix
- Diversity enables mutual benefits
- sameness causes war
- Endogenous research
- Casual loops
- Three world transformations: interwoven heterogeneity, fertile arid lands and outer space communities
- How to proceed in a management reform
- Hidden treasures in your firm
- undiscovered mindscape types
- Epilogue: new phenomena in business practice
- Bibliography
- Index.
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