Thomas, D: Cross-Cultural Management

LIST OF TABLES AND FIGURESPREFACEACKNOWLEDGMENTSPART I. MANAGEMENT AND CULTURE1. Introduction: The Challenging Role of the Global Manager2. Describing Culture: What It Is and Where It Comes From3. Comparing Cultures: Systematically Describing Cultural Differences4. How Culture Works: Fundamentals of Cross-Cultural InteractionPART II. ROLES OF THE GLOBAL MANAGER5. The Manager as Decision Maker: Cross-Cultural Dimensions of Decision Making6. The Manager as Negotiator: Communicating and Negotiating Across Cultures7. The Manager as Leader: Motivation and Leadership Across CulturesPART III. GLOBAL MANAGEMENT CHALLENGES8. The Challenge of Multicultural Work Groups and Teams9. The Challenge of International Organizations: Structure and Culture10. The Challenge of International Assignments11. The Challenge of Managing Across Cultures in the FutureREFERENCESNAME INDEXSUBJECT INDEXSUBJECT INDEX

<p class="Biography">David C. Thomas (PhD, University of South Carolina) is currently the Beedie Professor of International Management at Simon Fraser University, Vancouver, Canada. He is the author of ten books, including most recently The Multicultural Mind: Unleashing the Hidden Force for Innovation in Your Organization (Berrett-Kohler Publishers). He has also authored Essentials of International Human Resource Management: Managing People Globally from SAGE Publications (with Mila B. Lazarova) and the best selling Cultural Intelligence: People Skills for Global Business, published by Berrett-Koehler Publishers (with Kerr Inkson). With Peter B. Smith and Mark F. Peterson he published the Handbook of Cross-Cultural Management Research from SAGE Publications. His research on cross-cultural interactions in organizational settings has appeared in numerous journals. He is a past Area Editor for the Journal of International Business Studies and currently serves on the editorial boards of the Journal of Organizational Behavior, Advances in Global Leadership and European Journal of Cross-Cultural Competence and Management.</p> <p class="BiographySubsequent">His previous academic postings have included positions at the Pennsylvania State University, the University of Auckland, New Zealand, where he was also Director of the Master of International Business Program, and The Australian Graduate School of Management (AGSM) Sydney, Australia. He has held visiting positions at the Chinese University of Hong Kong, the University of Hawaii, Massey University, New Zealand, ESCEM, Tours, France, and Koç University, Istanbul, Turkey. In addition to teaching at both the undergraduate and the postgraduate level, Dr. Thomas has developed executive education programs in Australia, New Zealand, Canada, and the United States and has served as a consultant to numerous multinational firms and government agencies. When not writing or teaching he can most likely be found

As with its predecessors, this edition of "Cross-cultural management" maintains its proper focus on the interpersonal aspects of management as they are rendered problematic by cultural differences. The prose is clear and lively; the coverage of both theorizing and research on the cultural and individual factors that create challenges is comprehensive and state-of-the-art; the authors at the very forefront of their discipline as scholars and consultants. There is no better textbook to assign to students studying international or cross-cultural management.