跨文化管理教材大纲目录.doc

ContentsI. Survey of Cross-Cultural Management1.1 Background of Cross-Cultural Management1.2 Target of Cross-Cultural Management1.3 The Importance of Cultural Values for International ManagerII. Cultural Context of Global Management2.1 Features of Culture 2.1.1 Culture as Shared 2.1.2 Culture as Learned 2.1.3 Culture as Systematic and Organized2.2 Reasons for Cultures Differences and Persistence 2.2.1 Survival 2.2.2 Language 2.2.3 Religion2.3 Debates Surrounding the Concept of Culture 2.3.1 National Culture 2.3.2 Convergence or Divergence 2.3.3 Organizational Culture 2.3.4 Acculturation2.4 Culture and Social Groups 2.4.1 In-Group Bias and Prejudice 2.4.2 Ethnocentrism2.5 Cultural Values2.5.1 Value Concepts and Characteristics 2.5.2 The Importance of Cultural Values and its Relationship to Attitudes and Beliefs 2.5.3 Different Values and Priorities in Different Cultures 2.5.4 The Question of Change in Cultural Values2.6 SummaryIII. Theories Related to Cross-Cultural Management3.1 Kluckhohn and Strodtbeck Framework 3.1.1 Applying Comparative Models3.2 Hofstedes Study 3.2.1 Confucian-Dynamism 3.2.2 Cultural Distance3.2.3 Evaluating Hofstedes Model3.2.4 Applying Hofstedes Model3.3 Schwartz Value Survey3.4 Trompenaarss Dimensions 3.4.1 Universalism versus Particularism 3.4.2 Individualism versus Collectivism 3.4.3 Neutral versus Affective 3.4.4 Diffuse versus Specific 3.4.5 Achievement versus Ascription 3.4.6 Attitude to Time 3.4.7 Attitude to Environment 3.4.8 Evaluation of Trompenaars Dimensions of Culture3.5 Edward T. Halls Cultural Dimensions 3.5.1 Monochromic (M-time) and Polychromic (P-time) 3.5.2 High-Context and Low-Context Orientation 3.5.3 Applying Halls Model3.6 Triandis Cultural Syndromes 3.6.1 Cultural Complexity 3.6.2 Tight and Loose Cultures 3.6.3 Individualism and Collectivism 3.6.4 Evaluation of Triandis Cultural Syndromes3.7 Fiskes Forms of Social Reality 3.7.1 Communal Sharing 3.7.2 Authority Ranking 3.7.3 Equality Matching 3.7.4 Market Pricing 3.7.5 Evaluation of Fiskes Forms of Social Reality3.8 Grondonas Cultural Typology3.9 Weavers Contrast Culture Continuum3.10 Individualism and Collectivism 3.10.1 Tightness and Complexity 3.10.2 Vertical and Horizontal Dimensions3.11 Use of the Frameworks3.12 SummaryIV. Cultural Patterns in International Communication4.1 The Cultural Orientations Model 4.1.1 Environment 4.1.2 Time 4.1.3 Action 4.1.4 Communication 4.1.5 Space 4.1.6 Power 4.1.7 Individualism 4.1.8 Competitiveness 4.1.9 Structure 4.1.10 Thinking 4.1.11 Applying the Cultural Orientations Model 4.1.12 Summary Insights4.2 A Survey of Cultural Patterns4.3 The Middle East and North Africa 4.3.1 Cultural Orientation Patterns 4.3.2 Environment of Constraint 4.3.3 A Sense of Time 4.3.4 Action: Being Rather Than Doing 4.3.5 Communication 4.3.6 A Sense of SpacePublic and Private 4.3.7 The Power Hierarchy 4.3.8 Individualism 4.3.9 Competitiveness versus Cooperation 4.3.10 Order-Oriented Structure 4.3.11 Ways of Thinking 4.3.12 Key Insights for Effectiveness4.4 ASIA 4.4.1 Cultural Orientation Patterns 4.4.2 Environment 4.4.3 The Sense of Time 4.4.4 Modes of Action: Being and Doing 4.4.5 Communication 4.4.6 The Sense of Space: Public and Private 4.4.7 A Hierarchy of Power 4.4.8 Individualism 4.4.9 Structure 4.4.10 Thinking 4.4.11 Key Insights for Effectiveness4.5 Western Europe 4.5.1 Cultural Orientation Patterns 4.5.2 Environment: Control and Harmony 4.5.3 The Sense of Time 4.5.4 Modes of Action: Being and Doing 4.5.5 Communication 4.5.6 The Sense of Space: Private and Public 4.5.7 The Hierarchy of Power 4.5.8 Individualism 4.5.9 Competitiveness 4.5.10 Structure: Order and Flexibility 4.5.11 Modes of Thinking 4.5.12 Key Insights for Effectiveness4.6 Eastern Europe 4.6.1 Cultural Orientation Patterns 4.6.2 An Environment of Contrast 4.6.3 A Sense of Time 4.6.4 Actions: Being and Doing 4.6.5 Communication 4.6.6 Space: Private and Public 4.6.7 Power: Equality and Hierarchy 4.6.8 Individualism 4.6.9 Competitiveness and Cooperation 4.6.10 Structure: A Sense of Order 4.6.11 Ways of Thinking 4.6.12 Key Insights for Effectiveness4.7 North America 4.7.1 Cultural Orientation Patterns 4.7.2 Environment: Control, Harmony, and Constraint 4.7.3 A Sense of Time 4.7.4 Modes of Action: Being and Doing 4.7.5 Communication 4.7.6 Space: Private and Public 4.7.7 Power: Equality and Hierarchy 4.7.8 Individualism 4.7.9 Competitiveness 4.7.10 Structure: Flexibility versus Order 4.7.11 Modes of Thinking 4.7.12 Key Insights for Effectiveness4.8 Latin America 4.8.1 Cultural Orientation Patterns 4.8.2 An Environment of Constraint 4.8.3 A Sense of Time 4.8.4 A Being Orientation to Action 4.8.5 Communication 4.8.6 A Sense of Space: Public and Private 4.8.7 A Hierarchy of Power 4.8.8 Individualism 4.8.9 Competitiveness: Cooperation and Competition 4.8.10 Structure: Order and Flexibility 4.8.11 Ways of Thinking 4.8.12 Key Insights for Effectiveness 4.8.13 Summary Insights4.9 Cultural Orientation in Communication 4.9.1 Myths about Intercultural Interaction 4.9.2 Understanding the Intercultural Communication Interaction Process 4.9.3 Understanding Cultural Frames 4.9.4 Exploring your Cultural Frame 4.9.5 Developing your Cultural Skill Set 4.9.6 Summary Insights4.10 China and America 4.10.1 Dominant Chinese Cultural Patterns 4.10.2 Dominant Cultural Patterns between China and AmericaV. Cultural Diversity in Cross-Border Alliances5.1 General Background5.2 Types of Cross-Border Alliances 5.2.1 International Joint Ventures (IJVs) 5.2.2 International Mergers and Acquisitions (IM &As)5.3 Four Prototypical Approaches to Managing Cross-Border Alliances 5.3.1 Portfolio 5.3.2 Blending 5.3.3 New Creation 5.3.4 Absorption5.4 Stages in the Evolution of Cross-Border Alliances 5.4.1 Initial Planning 5.4.2 Formation and Development 5.4.3 Advancement5.5 Failure and Success in Cross-Border Alliances5.6 Types of Culture 5.6.1 National Cultures 5.6.2 Industry Culture 5.6.3 Organizational Culture 5.6.4 Domestic Sub-Cultures5.7 Cultural Diversity in Cross-Border Alliances 5.7.1 The Nature of Cultural Diversity in Cross-Border Alliances 5.7.2 Value of Cultural Diversity in Cross-Border Alliances 5.7.3 Dealing with Diversity 5.7.4 Mediating States and Processes 5.7.5 Short-Term Behavioral Manifestations 5.7.6 Long-Term Consequences of Cultural Diversity 5.7.7 A Dynamic, Multi-Level Model of Cultural Diversity 5.7.8 Levels and Dynamics of Cultural Diversity 5.7.9 Liabilities of Culture5.8 Implications for Managing Cultural Diversity in Cross-Border Alliances 5.8.1 Work and Organization Design 5.8.2 Staffing 5.8.3 Training and Development 5.8.4 Performance Management 5.8.5 Organizational Development and Change5.9 SummaryVI. Challenges of International Manager6.1 Challenge of Globalization 6.1.1 Disappearing Boundaries 6.1.2 Dynamic Work Environment 6.1.3 Information Technology 6.1.4 Increased Trade and Investment 6.1.5 New Actors on the International Stage6.2 Challenge of Environment of International Management 6.2.1 Economic Environment 6.2.2 Legal Environment 6.2.3 Political Environment 6.2.4 Summary6.3 Challenge of Designing International Organizations 6.3.1 Organizations 6.3.2 Organizational Designs 6.3.3 Explaining Organizational Structure 6.3.4 Culture and Organizational Structure 6.3.5 Organizing in Multinational Corporations 6.3.6 Designing Jobs in International Organizations 6.3.7 Summary6.4 Challenge of International Assignments 6.4.1 The Role of Expatriates 6.4.2 Definitions of Success 6.4.3 Factors Affecting Expatriate Success 6.4.4 Job and Organizational Factors 6.4.5 Environmental Factors 6.4.6 International Assignments: A Double-Edged Sword 6.4.7 SummaryVII. Team Management in Cross-Cultural Management7.1 Work Groups7.2 Work-Group Effectiveness 7.2.1 External Conditions 7.2.2 Group-Member Resources 7.2.3 Group Structure 7.2.4 Group Process 7.2.5 Group Processes over Time 7.2.6 Group Task 7.2.7 Group Composition7.3 Cultures Influence on Work Group 7.3.1 Cultural Norms 7.3.2 Cultural Diversity 7.3.3 Relative Cultural Distance7.4 Cultures Effect in Different Group Structures and Tasks7.5 Geographically Distributed Work Groups7.6 Diverse Work Groups 7.6.1 Management Support 7.6.2 Group-Level Rewards 7.6.3 Work-Group Status 7.6.4 Training 7.6.5 Self-Management7.7 Managing Multicultural Work Groups 7.7.1 Work-Group Task and Structure 7.7.2 Broad Evaluation Criteria 7.7.3 Composition and Task Requirements 7.7.4 Common Purpose7.8 SummaryVIII. International Management of Human Resources8.1 Staffing, Training and Compensation for Global Operations8.1.1 Staffing for Global Operations8.1.2 Global Selection8.1.3 Training and Development8.1.4 Compensating Expatriates8.1.5 Compensating Host-Country Nationals8.1.6 Comparative Management in Focus: Compensating Russians8.1.7 Summary8.2 Developing a Global Management Cadre8.2.1 Preparation Adaptation and Repatriation8.2.2 Global Management Teams8.2.3 The Role of Women in International Management8.2.4 Working with Local Labor Relations Systems8.2.5 Summary8.2.6 Case Study8.3 Motivating in the International Management8.3.1 Cross-Cultural Research on Motivation8.3.2 Motivating across Cultures8.4 Leading in International Management8.4.1 The Global Leaders Role and Environment8.4.2 Cross-Cultural Research on Leadership8.4.3 Contingency Leadership: The Culture Variable8.4.4 SummaryIX. Roles of International Manager9.1 General Introduction to International Manager 9.1.1 Characteristics of Managerial Work 9.1.2 Organizational Context, Culture, and Managerial Roles9.2 The Manager as Decision Maker 9.2.1 Rational Decision Making 9.2.2 Cultural Differences in the Optimization Model 9.2.3 Limits to Rationality 9.2.4 Heuristics 9.2.5 Motivational Biases in Decision Making 9.2.6 Selection and Reward Allocation Decisions 9.2.7 Ethical Dilemmas in Decision Making 9.2.8 Moral Philosophies 9.2.9 Cognitive Moral Development 9.2.10 Summary9.3 The Manager as Negotiator 9.3.1 Cross-Cultural Communication Process 9.3.2 Language 9.3.3 Communication Styles 9.3.4 Other Language Considerations 9.3.5 Language Pragmatics 9.3.6 Nonverbal Communication 9.3.7 Negotiating Across Cultures 9.3.8 Implications 9.3.9 Summary9.4 The Manager as Leader 9.4.1 Leadership 9.4.2 Western Leadership Theory 9.4.3 Non-Western Theories of Leadership 9.4.4 Integrated Cross-Cultural Model of Leadership 9.4.5 Implications for the Practice of Leadership 9.4.6 SummaryX. Culture and Ethics in International Management10.1 General Information about Culture and Ethics10.2 Ethics in Management 10.2.1 Changes in Ethical Perceptions 10.2.2 Ethics in Business10.2.3 Raising