International management : cross-cultural dimensions / [printed text] / Richard Mead, Author  . -  2nd Edition . - Oxford, UK : Blackwell Business, 1998 . - xvi, 478 p. : ill. (col.) ; 26 cm.
ISBN : 978-0-631-20003-1
This is a comprehensive introduction to cross-cultural management, demonstrating how cultural factors influence behaviour in the boardroom and the workplace, and examines the skills needed to manage across national borders.

Class number:	658.049
Abstract:	The new edition of this bestselling text has been extensively revised and updated to include new material on the knowledge company, risk management, motivation by teamwork, mission statements plus there is greater emphasis on the role of technology, the work of Trompenaars and a new chapter on strategy. The numerous examples included in the book are drawn from a wide variety of sources and are truly international, being sourced from the US, Europe and Southeast Asia. By demonstrating the practical applications of theoretical issues, this text helps managers and management students gain a thorough understanding of cross-cultural management.
Contents note:	Preface; Acknowledgements Part I: National Culture 1. International Management and Culture; 2. Comparing Cultures; 3. Shifts in the Culture; 4. Doing your own Analysis; Chapter 1 Case The Boston Bank; Chapter 2 Case The Crash; Chapter 3 Case The Malaysian Banker; Chapter 4 Case Smokers Part II: How Culture Influences the Internal Arrangements 5. Organizational Culture; 6. Culture and Ethics; 7. Cross-Cultural Management Communication; 8. Culture and Structure; 9. Motivating Across Cultures; 10. Culture and Dispute Resolution; 11. Negotiations; 12. Culture and Patronage; Chapter 5 Case The Indian Fund Management; Chapter 6 Case Clothes that do not Pollute; Chapter 7 Case A Message Backfires; Chapter 8 Case The Flat Firm; Chapter 9 Case The Piano Makers; Chapter 10 Case The Chinese-Canadian Dispute; Chapter 11 Case A Failed Negotiation; Chapter 12 Case The Senior Clerk Part III: How Internal Arrangements Influence Strategy 13. Planning Change; 14. Strategic Planning; 15. International Joint Ventures; 16. Headquarters and Subsidiary; 17. Family Companies; Chapter 13 Case Planning and Turnaround; Chapter 14 Case Funeral Wreaths; Chapter 15 Case Two Stories; Chapter 16 Case The Jamaican Subsidiary; Chapter 17 Case Littlewoods Part IV: Making the Strategy Work: HRM Issues 18. International Staffing Policy; 19. Training for an Expatriate Assignment; Chapter 18 Case The Manager's Family; Chapter 19 Case The Thai Secretary Bibliography; Index.