图书简介
This Handbook presents a comprehensive and contemporary compendium of the field of cross-cultural management (CCM). In recognition of current trends regarding migration, political ethnocentrisms and increasing nationalism, the chapters in this volume not only cover the traditional domains of CCM such as expatriation, global (virtual) teamwork and leadership, but also examine emerging topics such as bi/multi-culturalism, migration, religion and more, all considered from a global perspective. The result is a Handbook that acknowledges and builds on a variety of research traditions (from mainstream to critical), updates existing knowledge in relation to current challenges, and sets the direction for future research and developments, making this an invaluable resource for researchers in the field, and across related areas of international business, management, and intercultural relations. Part 1: Multiple Research Paradigms for the Study of Culture Part 2: Research Methods in Cross-Cultural Management Part 3: Cross-Cultural Management and Intersecting Fields of Study Part 4: Individuals and Teams in Cross-Cultural Management Part 5: Global mobility and Cross-Cultural Management Part 6: Developing Intercultural Competence
Introduction: Contemporary Shifts in Cross-Cultural ManagementBetina Szkudlarek, Laurence Romani, Dan Caprar, & Joyce Osland \\ Setting the Stage - Cross-Cultural Interaction: Creating Success in the Twenty-First CenturyNancy J. Adler & Zeynep Aycan \\ Part 1: Multiple Research Paradigms for the Study of Culture \\ Chapter 1: Culture in Cross-Cultural Management: its Seminal Contributors from a Positivist PerspectiveSonja Sackmann \\ Chapter 2: Interpretive Approaches to CultureMartine Cardel Gertsen & Mette Zølner \\ Chapter 3: Critical Perspectives on Cross-Critical ManagementLaurence Romani, Mehdi Boussebaa, & Terence Jackson \\ Chapter 4: The Concept of Culture in CCM: Genealogical ConsiderationsJasmin Mahadevan \\ Chapter 5: On Paradigm Tolerance in Cross-Cultural Management ResearchMark Mendenhall & Thomas Hippler \\ Part 2: Research Methods in Cross-Cultural Management \\ Chapter 6: Survey Methods in Cross-Cultural ManagementYuan Liao \\ Chapter 7: Experimental Methods for Cross-Cultural ManagementRonald Fischer & Johannes Alfons Karl \\ Chapter 8: Ethnography and Cross-Cultural ManagementFiona Moore & Jasmin Mahadevan \\ Chapter 9: Methods of Critical Cross-Cultural ManagementLaurence Romani, Jasmin Mahadevan, & Henriett Primecz \\ Chapter 10: The Uneasy Relationship Between the Case Study and Cross-Cultural ManagementRebecca Piekkari, Catherine Welch, & Mette Zølner \\ Chapter 11: Towards Greater Methodological Awareness and Researcher ReflexivityAnne-Marie Søderberg \\ Part 3: Cross-Cultural Management and Intersecting Fields of Study \\ Chapter 12: Languages and Cross-Cultural ManagementSusanne Tietze & Rebecca Piekkari \\ Chapter 13: Cross-Cultural Issues in Knowledge Management: A Multi-Discourse ReviewHarun Emre Yildiz \\ Chapter 14: Global Talent ManagementHugh Scullion, Martin Mullholland, & Monica Zaharie \\ Chapter 15: Ethics in the Context of Cross-Cultural ManagementIlona Szocs & Christof Miska \\ Chapter 16: The Role of Religion in Cross-Cultural Management: Three PerspectivesTuomo Peltonen \\ Chapter 17: Cross-Cultural and Diversity Management Intersecting in Global Diversity Management: Tensions and OpportunitiesLaurence Romani & Charlotte Holgersson \\ Chapter 18: Producing Knowledge on Cross-Cultural Management: Conditions, Connections, ConsequencesJanne Tienari \\ Part 4: Individuals and Teams in Cross-Cultural Management \\ Chapter 19: Cross-Cultural Management & Cultural Identity: Past Perspectives and Present PrerequisitesMary Yoko Brannen \\ Chapter 20: Culture, Context, and Work MotivationCarlos J. Sanchez-Runde & Richard M. Steers \\ Chapter 21: Cross-Cultural Management and Intercultural CommunicationMary M. Meares & Janet M. Bennett \\ Chapter 22: The Role of Trust in Cross-Cultural ManagementMarkus Pudelko & Jiaxuan Liu \\ Chapter 23: Cross-Cultural TeamworkMary Zellmer-Bruhn & Mary M. Maloney \\ Chapter 24: Cross-Cultural Comparative Leadership Studies: A Critical Look to the FutureAnn Herd & Kevin Lowe \\ Chapter 25: The Birth of a New Field from CCM: Global LeadershipJoyce S. Osland, Rikke Kristine Nielsen, Mark M. Mendenhall, & Allan Bird \\ Chapter 26: Some Thoughts on Cross-Cultural Management ResearchDavid C. Thomas \\ Part 5: Global Mobility and Cross-Cultural Management \\ Chapter 27: Global migration and cross-cultural management: Understanding the past, moving towards the futureEun Su Lee, Duc Cuong Nguyen, & Betina Szkudlarek \\ Chapter 28: The Changing Context of Expatriation and its Impact on Cross-Cultural ManagementYvonne McNulty & Chris Brewster \\ Chapter 29: A ’Change’ Perspective of Repatriation: Review and Research RecommendationsEren Akkan, B. Sebastian Reiche, & Mila B. Lazarova \\ Chapter 30: Refugees and Cross-Cultural Management StudiesPriya A. Roy, Betina Szkudlarek, & Dan V. Caprar \\ Chapter 31: The Nonlinear Relationships in Cross-Cultural Management and Global MobilityPaula Caligiuri & Jaime Bonache \\ Part 6: Developing Intercultural Competence \\ Chapter 32: Conceptualizing Cross-Cultural Management CompetenceSnejina Michailova, Nigel Holden, & Smita Paul \\ Chapter 33: Developing Intercultural Competency: With a Focus on Higher EducationAllan Bird, Gary Oddou & Michael Harris Bond \\ Chapter 34: Cross-Cultural TrainingVasyl Taras, Yonghong Liu, Anju Mehta, Madelynn R.D. Stackhouse, & Maria Alejandra Gonzalez-Perez \\ Chapter 35: Developing Intercultural Management Competences: The Next Frontier is Inward BoundMartha Maznevski
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