List of Contributors. Preface: Nancy J. Adler (McGill University, Montreal). Acknowledgements: Henry W. Lane (Northeastern University, Boston), Joseph J. DiStefano (The University of Western Ontario), Martha L. Maznevski (University of Virginia, Charlottesville). Introduction: Global Management, Culture, and This Book. The Influence of Culture on Management Behavior. The Cultural perspective. The Global Manager. About This Book. Outline of the Book. A Final Note. Notes. Part I: Intercultural Effectiveness in Global Management: Intercultural Communication and Effectiveness. The Dynamics of Differing World View. Map, Bridge, Integrate: The MBI Model of managing Cultural Diversity for Personal and Team effectiveness. Mapping. Bridging Differences Through Communication. Integrating to Manage and build on the Differences. Applying the MBI. A Final Caution: Knowledge Does Not Equal Skill. Notes. Reading 1. Key Concepts: Underlying Structures of Culture: Edward T. Hall (Santa Fe, New Mexico) and Mildred Reed Hall (Santa Fe, New Mexico). Reading 2. Cultural Constraints in Management Theories: Geert Hofstede (Tilburg University, The Netherlands). Reading 3. Table, Figures 5, 6 and 7, and Exhibit 2: Geert Hofstede (Tilburg University, The Netherlands). Reading 4. Developing Leaders for the Global Frontier: Hal B. Gregersen (Brigham Young University, Utah), Allen J. Morrison (The University of Western Ontario), and J. Stewart Black (University of California Irvine). Case 1. Grupo Financiero Inverlat. Case 2. David Shorter. Case 3. Bob Chen. Case 4. Maria Mancini - Expatriate Compensation (A). Case 5. Japanese-American Seating Inc. (A). Case 6. Footwear International. Case 7. Hazelton International. Case 8. An International Project Manager's Day. Part II: Implementing Strategy, Structure, and Systems: Introduction. Overview. Strategy in Global Organizations. A Global Balancing Act: Global Integration and Local Responsiveness. New Market Entry Mode Decisions. Culture's Influence on Strategy and Implementation. The right Strategy; Some Questions. Business Risk. Structures: Organizing for Effectiveness. Culture's Influence on Structure. Organizational Structures: Some Observations. Systems: Managing the Global Organization. A perspective on Human Resource Management Systems. Organizational Systems: Transfer, Adapt, or Create? Expatriates and Inpatriates: A Key Means for Coordination and Integration. Selection. Training. The Reality of Culture Shock. Repatriation. Conclusion. Notes. Reading 5. Global Execution: Have you Forgotten what 95% of Management is All About? : Piero Morosini (IMD, Lausanne). Reading 6. From Battlefields to Corporate Boardroom: Lessons from Sun Tsu's Art of War: Chow Hou Wee (National University of Singapore). Reading 7. Cross-Cultural Cooperative Behavior in Joint Ventures in LDCs: Henry W. Lane (Northeastern University, Boston) and Paul W. Beamish (The University of Western Ontario). Reading 8. Competitive Frontiers: Women Managing Across Borders: Nancy J. Adler. (McGill University, Montreal)Reading 9. Serving Two Masters: Managing the Dual Allegiance of Expatriate Employees: J. Stewart Black (University of California, Irvine) and Hal B. Gregersen. (Brigham Young University, Utah)Case 9. Anderson Consulting (Europe): Entering the Business of Business Integration. Case 10. Global Multi-Products Chile. Case 11. ABB Poland. Case 12. Five Star Beer: Pay for Performance. Case 13. Moscow Aerostar. Case 14. Robert Mondavi Corporation: Caliterra (A). Case 15. Ellen Moore (A): Living and Working in Korea. Case 16. Marconi Telecommunications Mexico. Part III: Corporate Social Behavior in a Global Economy: Competing with Integrity: Overview. Corporate Social Responsibility. Ehtical Issues. Some Examples. Responding to Ethical Problems. Ethical versus Legal Behaviour. Ethical Framework. Consequential Theories. Rule-based Theories. Cultural Theories. Integrity and Ethical Behavior. Some Guidelins to Consider. Notes. Reading 10. Exporting Mental Models: Global Capitalism in the Twenty-First Century: Patricia H. Werhane (University of Virginia, Charlottesville). Reading 11. In Search of the Moral Manager: Archie B. Carroll (University of Georgia, Athens). Reading 12. Bribery in International Business: Whose Problem Is It? : Henry W. Lane (Northeastern University, Boston) and Donald G. Simpson (Axia Netmedia, London, Ontario). Case 17. Ben & Jerry's Homemade Inc. : Background Note. Case 18. Iceverks (A): Ben & Jerry's in Russia. Case 19. Valley Farms International (A). Case 20. Building Products International: A Crisis Management Strategy (A). Case 21. Citibank Mexico Team: The Salinas Accounts. Index.
