简介
"The number one agenda item for leadership development is Global leadership and doing business effectively in the different regions of the world. These skills are absolutely critical for business success, and this book articulates clearly how leaders need to navigate around the world to foster long-term relationships and to build successful global businesses. This timely 7th edition will be one of our most valued resources for guiding executive and leadership development worldwide."
--James K. O'Hern, Director of Leadership Development, Honeywell
"My students (some experienced, international managers among them) have found this book useful in the past. However, as the authors point out, even cultural differences and our reactions to them are changing, so I am delighted to see this new edition, bang up to date with references to the impact of the war in Iraq and the use of the latest commuications technology on cross-cultural understanding.
The book reviews some of the more important studies and theories about cross-culture and almost every aspect of our working lives from organisational change through diversity to work life balance. The authors show how cultural issues can impact some of our received management wisdom and they offer some good, solid practical advice in each chapter on what this means for the international manager, leader and negotiator. In the second part of the book the authors explore specific regions, country by country.
All in all, this is one of the most complete books about management in the modern global world. The cross-cultural dimension of the book makes it a must-read for any young or experienced manager working internationally out of corporate headquarters or working full time overseas."
-- Christopher Howard-Williams, International consultant and executive education provider
"Moran has done it again. As we grow globally, Managing Cultural Differences, 7th Edition should be used as a business solution to navigate the international roadmaps. This insight to understanding culture and business will add profits to any organization understanding the managing of cross cultural differences."
Michael H. Johnson, Senior Vice President, Penson Financial Services, Inc.
"The authors apply proven frameworks for understanding the dimensions of culture to the current global business arena. Experienced practitioners and novices alike will find take-aways that enhance their leadership and communication skills. The authors clearly articulate the value of understanding multiple perspectives, taking the book beyond the realm of a text. As a result, it is an indispensable tool for all of us who live and work in today's geo-political environment."
-- Frank R. Lloyd, Ph. D., Associate Dean, Executive Education, SMU Cox School of Business
"This is a very special book and one that has significantly improved from edition to edition even though it was very good to start with. It is essentially about global leadership and it intends to increase the effectiveness of international business leaders in unfamiliar international contexts by providing much of the necessary background familiarity. While most comparative management texts focus mainly on cultural differences, this book is special because it offers historical backgrounds and sociopolitical contexts that are usually ignored. These are helpful contexts for understanding how someone from a different national culture contexts him/herself. The span of the historical contexts offered is quite amazing. The Korean section begins with Korean prehistory, and the Chinese section is also all encompassing.
The real value of this book is that it is intended to be practical and useful. The information is intended to help managers in international business situations helpful tips to avoid culture based blunders that would wreck negotiations before they even begin; tactics for avoiding or dealing with conflicts or disagreements in culturally appropriate ways; and strategies for negotiating effectively - both in general and in the specific international contexts that managers could face in their international business careers. The emphasis is on strategies and tactics for effective communication, relation-ship building, and negotiating in culturally sensitive ways.
What is truly amazing is the scope achieved in this book. The authors have managed to offer high value insights for virtually every nation and region in which one could imagine that business could be conducted. This is a major reference work that could usefully be on any international manager's bookshelf. Not only are the obvious destinations - Europe, North America, Japan, China, India - covered, but there are useful sections on the Middle East, Latin America and even Africa that would be hard to find anywhere else. And all of this is in a single book, easy to carry, comprehensive and updated right to the present. I cannot think of another book that achieves this purpose with such economy and practicality. I would certainly recommend the book as a text for students, but it is also a book that an international manager might consider carrying in his suitcase when s/he travels to Asia and may find him/herself doing business with a variety of individuals from different countries over the course of a single road trip. As an East Asia expert, very familiar with conditions in China, Japan and Korea, I am confident that these sections are very current and very helpful.
Having used this book myself a number of years ago, I can also say without reservation that this edition should replace previous ones on a manager's bookshelf. It is a lovely book filled with potential usefulness. Following its recommendations could help build a relationship and make a sale that might otherwise be lost."
-- Neil Remington Abramson; Associate Professor of Strategy; Segal Graduate School of Business Administration; Simon Fraser University; Vancouver, Canada
目录
FRONT COVER 1
MANAGING CULTURAL DIFFERENCES 4
COPYRIGHT PAGE 5
TABLE OF CONTENTS 8
FOREWORD 12
PROLOGUE 14
ACKNOWLEDGMENTS 16
UNIT 1: CULTURAL IMPACTS ON GLOBAL MANAGEMENT 18
CHAPTER 1: GLOBAL LEADERS AND CULTURE 19
LEARNING OBJECTIVES 19
CULTURE AND ITS CHARACTERISTICS 23
SYSTEMS APPROACH TO CULTURE 28
KEY CULTURAL TERMINOLOGY 30
GLOBAL LEADERS AS INFLUENCERS 39
CULTURAL UNDERSTANDING AND SENSITIVITY 41
CROSS-CULTURAL LEARNING 42
GLOBAL TRANSFORMATIONS 43
KEY CONCEPTS FOR GLOBAL LEADERSHIP 46
GLOBAL ORGANIZATIONS 47
CONCLUSIONS 53
REFERENCES 55
CHAPTER 2: GLOBAL LEADERS AND COMMUNICATIONS 57
LEARNING OBJECTIVES 57
CULTURAL DIFFERENCES AS COMMUNICATION RESOURCES 60
GLOBAL COMMUNICATION 63
CULTURAL FACTORS IN COMMUNICATION 65
COMMUNICATION KEYS\u2014LOW/HIGH CONTEXT AND LISTENING 66
ATTRIBUTION 73
VARIABLES IN THE COMMUNICATION PROCESS 77
INTERNATIONAL BODY LANGUAGE 79
GUIDELINES FOR ENGLISH AND FOREIGN LANGUAGES 81
TECHNOLOGY AND INTERCULTURAL COMMUNICATION 85
HANDLING TWO SWORDS AT THE SAME TIME\u2014A GLOBAL SHIFT 87
CONCLUSIONS 88
REFERENCES 90
CHAPTER 3: GLOBAL LEADERSHIP IN NEGOTIATIONS 92
LEARNING OBJECTIVES 93
CONFLICT RESOLUTION AND NEGOTIATIONS 93
NEGOTIATING ACROSS CULTURES 97
ASSUMPTIONS AND NEGOTIATING 100
EXAMPLE OF \u201cCULTURAL BAGGAGE\u201d 102
FRAMEWORK FOR INTERNATIONAL BUSINESS NEGOTIATIONS 103
THE PRICE OF FAILED NEGOTIATIONS 113
CONCLUSIONS 115
REFERENCES 116
CHAPTER 4: GLOBAL LEADERS AND THE CHANGING KNOWLEDGE CULTURE 118
LEARNING OBJECTIVES 118
CHANGES IN LIFE SPACES 119
LEADERSHIP IN A KNOWLEDGE CULTURE 136
LEADERSHIP IN CHANGING ORGANIZATIONAL CULTURE 143
MANAGING THE KNOWLEDGE CULTURE 154
CONCLUSIONS 156
REFERENCES 157
CHAPTER 5: GLOBAL LEADERS LEARN FROM OTHER MANAGEMENT SYSTEMS 160
LEARNING OBJECTIVES 160
GLOBAL STUDY OF MANAGEMENT 162
SKILLS FOR GLOBAL LEADERS 165
CHALLENGES IN INTERNATIONAL MANAGEMENT 167
STRATEGIC COLLABORATIONS AND MERGERS 169
CONCLUSIONS 174
REFERENCES 175
CHAPTER 6: WOMEN AS LEADERS IN GLOBAL BUSINESS 176
LEARNING OBJECTIVES 177
CURRENT STATUS OF GLOBAL WOMEN MANAGERS 178
GLOBAL CULTURAL STEREOTYPES ABOUT WOMEN LEADERS 181
STEREOTYPES CAN INVARIABLY LEAD TO ORGANIZATIONAL BARRIERS HINDERING THE ADVANCEMENT OF WOMEN 182
WOMEN AND OVERSEAS, EXPATRIATE ASSIGNMENTS 185
BALANCING WORK AND FAMILY 187
COMPANY INITIATIVES TO BREAK THE GLASS CEILING 188
SELECTED WOMEN MANAGERS\u2019 VIEWS 189
THE FUTURE OF WOMEN IN LEADERSHIP POSITIONS 191
CONCLUSIONS 193
REFERENCES 194
CHAPTER 7: MANAGING DIVERSITY IN THE GLOBAL WORK CULTURE 197
LEARNING OBJECTIVES 197
DEFINING CULTURAL DIVERSITY 198
PEOPLE ON THE MOVE 200
GLOBALIZATION AND DIVERSITY 202
A MACROSYSTEMIC PERSPECTIVE ON ORGANIZATIONAL DIVERSITY 206
A MICROSYSTEM\u2019S PERSPECTIVE 209
EMPOWERING WORKERS 212
CONCLUSIONS 215
REFERENCES 217
CHAPTER 8: EFFECTIVE PERFORMANCE IN THE GLOBAL MARKETPLACE 219
LEARNING OBJECTIVES 219
GLOBAL HUMAN PERFORMANCE 225
ETHICAL BEHAVIOR IN THE GLOBAL WORKPLACE 230
CULTURE, MANAGEMENT, AND TECHNOLOGY TRANSFER 232
CONCLUSIONS 241
REFERENCES 241
CHAPTER 9: LEADERSHIP IN CREATING CULTURAL SYNERGY 244
LEARNING OBJECTIVES 244
UNDERSTANDING SYNERGY\u2019S IMPLICATIONS 245
CROSS-CULTURAL CONFLICT AND CULTURAL SYNERGY 248
SYNERGY IN ORGANIZATIONAL CULTURE 253
SYNERGY IN GLOBAL ORGANIZATIONS 256
SYNERGISTIC TEAM MANAGEMENT 260
SYNERGY AMONG PROFESSIONALS 268
TRANSITIONING INTO THE KNOWLEDGE CULTURE 272
CONCLUSIONS 274
REFERENCES 275
CHAPTER 10: MANAGING TRANSITIONS AND RELOCATIONS IN THE GLOBAL WORKPLACE 277
LEARNING OBJECTIVES 277
SAGA OF MY BRAZILIAN ADVENTURE 278
CROSS-BORDER GLOBAL TRAVEL 280
COPING WITH TRANSITIONAL CHALLENGES 282
RELOCATION CHALLENGES 288
FOSTERING ACCULTURATION 297
BUSINESS ETIQUETTE AND PROTOCOL ABROAD 315
CONCLUSIONS 318
REFERENCES 319
UNIT 2: REGIONAL CULTURE SPECIFICS 322
CHAPTER 11: DOING BUSINESS WITH MIDDLE EASTERNERS 323
LEARNING OBJECTIVES 323
MIDDLE EAST OVERVIEW 325
CHARACTERISTICS OF ARAB CULTURE 333
CULTURAL ASPECTS OF EGYPT AND SAUDI ARABIA 336
EGYPT 338
SAUDI ARABIA 342
CULTURAL CAPSULES OF OTHER MIDDLE EAST COUNTRIES 351
MIDDLE EAST BUSINESS CUSTOMS AND PROTOCOL 354
SYNERGY: MIDDLE EAST HOPE 361
CONCLUSIONS 362
REFERENCES 363
CHAPTER 12: DOING BUSINESS WITH LATIN AMERICANS 366
LEARNING OBJECTIVES 368
LATIN AMERICAN OVERVIEW 368
MEXICO 371
CENTRAL AMERICAN STATES 381
SOUTH AMERICAN CULTURAL DEVELOPMENT 383
BRAZIL 386
ARGENTINA 400
LATIN AMERICAN CULTURAL THEMES 405
CHALLENGES FOR PAN AMERICAN COOPERATION 410
CONCLUSIONS 412
REFERENCES 413
USEFUL INTERNET WEB SITES 414
CHAPTER 13: DOING BUSINESS WITH ASIANS AND AUSTRALIANS 415
LEARNING OBJECTIVES 415
CENTRAL AND SOUTH ASIAN COUNTRIES 418
AUSTRALIA 420
NEW ZEALAND 426
CHINA 427
INDIA 440
INDONESIA 451
JAPAN 457
MALAYSIA 468
PAKISTAN 474
THE PHILIPPINES 477
SINGAPORE 485
SOUTH KOREA 487
TAIWAN 496
THAILAND 500
VIETNAM 503
CONCLUSIONS 509
REFERENCES 510
INTERNET WEB SITES 513
CHAPTER 14: DOING BUSINESS WITH EUROPEANS 514
LEARNING OBJECTIVES 514
EUROPEAN DIVERSITY AND SYNERGY 517
WESTERN EUROPE 529
GREAT BRITAIN 529
IRELAND 536
FRANCE 540
SPAIN 552
OTHER WESTERN EUROPEAN CULTURES 556
CENTRAL EUROPE 557
GERMANY 559
POLAND 567
OTHER CENTRAL EUROPEAN CULTURES 569
SOUTHEASTERN EUROPE 576
ITALY 578
GREECE 590
EAST EUROPE/EURASIA 594
RUSSIA 599
TURKEY 607
CONCLUSIONS 612
REFERENCES 615
USEFUL INTERNET WEB SITES 617
CHAPTER 15: DOING BUSINESS WITH AFRICANS 618
LEARNING OBJECTIVES 618
INSIGHTS INTO PAN AFRICA 623
CULTURAL CHARACTERISTICS OF AFRICANS 629
CULTURAL SPECIFICS BY GEOGRAPHIC REGIONS 635
NORTH AFRICA 635
MOROCCO 637
EAST AFRICA 639
KENYA 645
WEST CENTRAL AFRICA 649
NIGERIA 652
SOUTHERN AFRICA 659
SOUTH AFRICA 661
PROSPECTS FOR PAN AFRICAN SYNERGY 671
CONCLUSIONS 674
REFERENCES 675
OTHER RESOURCES 677
CHAPTER 16: DOING BUSINESS WITH NORTH AMERICANS 678
LEARNING OBJECTIVES 678
PAN AMERICAN MANAGEMENT PERSPECTIVES 682
NORTHERN AMERICA\u2019S INDIGENOUS PEOPLE 684
PROFILE OF CANADA 692
THE UNITED STATES OF AMERICA 697
CONCLUSIONS 711
REFERENCES 712
EPILOGUE 715
INDEX 716
ABOUT THE AUTHORS 724
MANAGING CULTURAL DIFFERENCES 4
COPYRIGHT PAGE 5
TABLE OF CONTENTS 8
FOREWORD 12
PROLOGUE 14
ACKNOWLEDGMENTS 16
UNIT 1: CULTURAL IMPACTS ON GLOBAL MANAGEMENT 18
CHAPTER 1: GLOBAL LEADERS AND CULTURE 19
LEARNING OBJECTIVES 19
CULTURE AND ITS CHARACTERISTICS 23
SYSTEMS APPROACH TO CULTURE 28
KEY CULTURAL TERMINOLOGY 30
GLOBAL LEADERS AS INFLUENCERS 39
CULTURAL UNDERSTANDING AND SENSITIVITY 41
CROSS-CULTURAL LEARNING 42
GLOBAL TRANSFORMATIONS 43
KEY CONCEPTS FOR GLOBAL LEADERSHIP 46
GLOBAL ORGANIZATIONS 47
CONCLUSIONS 53
REFERENCES 55
CHAPTER 2: GLOBAL LEADERS AND COMMUNICATIONS 57
LEARNING OBJECTIVES 57
CULTURAL DIFFERENCES AS COMMUNICATION RESOURCES 60
GLOBAL COMMUNICATION 63
CULTURAL FACTORS IN COMMUNICATION 65
COMMUNICATION KEYS\u2014LOW/HIGH CONTEXT AND LISTENING 66
ATTRIBUTION 73
VARIABLES IN THE COMMUNICATION PROCESS 77
INTERNATIONAL BODY LANGUAGE 79
GUIDELINES FOR ENGLISH AND FOREIGN LANGUAGES 81
TECHNOLOGY AND INTERCULTURAL COMMUNICATION 85
HANDLING TWO SWORDS AT THE SAME TIME\u2014A GLOBAL SHIFT 87
CONCLUSIONS 88
REFERENCES 90
CHAPTER 3: GLOBAL LEADERSHIP IN NEGOTIATIONS 92
LEARNING OBJECTIVES 93
CONFLICT RESOLUTION AND NEGOTIATIONS 93
NEGOTIATING ACROSS CULTURES 97
ASSUMPTIONS AND NEGOTIATING 100
EXAMPLE OF \u201cCULTURAL BAGGAGE\u201d 102
FRAMEWORK FOR INTERNATIONAL BUSINESS NEGOTIATIONS 103
THE PRICE OF FAILED NEGOTIATIONS 113
CONCLUSIONS 115
REFERENCES 116
CHAPTER 4: GLOBAL LEADERS AND THE CHANGING KNOWLEDGE CULTURE 118
LEARNING OBJECTIVES 118
CHANGES IN LIFE SPACES 119
LEADERSHIP IN A KNOWLEDGE CULTURE 136
LEADERSHIP IN CHANGING ORGANIZATIONAL CULTURE 143
MANAGING THE KNOWLEDGE CULTURE 154
CONCLUSIONS 156
REFERENCES 157
CHAPTER 5: GLOBAL LEADERS LEARN FROM OTHER MANAGEMENT SYSTEMS 160
LEARNING OBJECTIVES 160
GLOBAL STUDY OF MANAGEMENT 162
SKILLS FOR GLOBAL LEADERS 165
CHALLENGES IN INTERNATIONAL MANAGEMENT 167
STRATEGIC COLLABORATIONS AND MERGERS 169
CONCLUSIONS 174
REFERENCES 175
CHAPTER 6: WOMEN AS LEADERS IN GLOBAL BUSINESS 176
LEARNING OBJECTIVES 177
CURRENT STATUS OF GLOBAL WOMEN MANAGERS 178
GLOBAL CULTURAL STEREOTYPES ABOUT WOMEN LEADERS 181
STEREOTYPES CAN INVARIABLY LEAD TO ORGANIZATIONAL BARRIERS HINDERING THE ADVANCEMENT OF WOMEN 182
WOMEN AND OVERSEAS, EXPATRIATE ASSIGNMENTS 185
BALANCING WORK AND FAMILY 187
COMPANY INITIATIVES TO BREAK THE GLASS CEILING 188
SELECTED WOMEN MANAGERS\u2019 VIEWS 189
THE FUTURE OF WOMEN IN LEADERSHIP POSITIONS 191
CONCLUSIONS 193
REFERENCES 194
CHAPTER 7: MANAGING DIVERSITY IN THE GLOBAL WORK CULTURE 197
LEARNING OBJECTIVES 197
DEFINING CULTURAL DIVERSITY 198
PEOPLE ON THE MOVE 200
GLOBALIZATION AND DIVERSITY 202
A MACROSYSTEMIC PERSPECTIVE ON ORGANIZATIONAL DIVERSITY 206
A MICROSYSTEM\u2019S PERSPECTIVE 209
EMPOWERING WORKERS 212
CONCLUSIONS 215
REFERENCES 217
CHAPTER 8: EFFECTIVE PERFORMANCE IN THE GLOBAL MARKETPLACE 219
LEARNING OBJECTIVES 219
GLOBAL HUMAN PERFORMANCE 225
ETHICAL BEHAVIOR IN THE GLOBAL WORKPLACE 230
CULTURE, MANAGEMENT, AND TECHNOLOGY TRANSFER 232
CONCLUSIONS 241
REFERENCES 241
CHAPTER 9: LEADERSHIP IN CREATING CULTURAL SYNERGY 244
LEARNING OBJECTIVES 244
UNDERSTANDING SYNERGY\u2019S IMPLICATIONS 245
CROSS-CULTURAL CONFLICT AND CULTURAL SYNERGY 248
SYNERGY IN ORGANIZATIONAL CULTURE 253
SYNERGY IN GLOBAL ORGANIZATIONS 256
SYNERGISTIC TEAM MANAGEMENT 260
SYNERGY AMONG PROFESSIONALS 268
TRANSITIONING INTO THE KNOWLEDGE CULTURE 272
CONCLUSIONS 274
REFERENCES 275
CHAPTER 10: MANAGING TRANSITIONS AND RELOCATIONS IN THE GLOBAL WORKPLACE 277
LEARNING OBJECTIVES 277
SAGA OF MY BRAZILIAN ADVENTURE 278
CROSS-BORDER GLOBAL TRAVEL 280
COPING WITH TRANSITIONAL CHALLENGES 282
RELOCATION CHALLENGES 288
FOSTERING ACCULTURATION 297
BUSINESS ETIQUETTE AND PROTOCOL ABROAD 315
CONCLUSIONS 318
REFERENCES 319
UNIT 2: REGIONAL CULTURE SPECIFICS 322
CHAPTER 11: DOING BUSINESS WITH MIDDLE EASTERNERS 323
LEARNING OBJECTIVES 323
MIDDLE EAST OVERVIEW 325
CHARACTERISTICS OF ARAB CULTURE 333
CULTURAL ASPECTS OF EGYPT AND SAUDI ARABIA 336
EGYPT 338
SAUDI ARABIA 342
CULTURAL CAPSULES OF OTHER MIDDLE EAST COUNTRIES 351
MIDDLE EAST BUSINESS CUSTOMS AND PROTOCOL 354
SYNERGY: MIDDLE EAST HOPE 361
CONCLUSIONS 362
REFERENCES 363
CHAPTER 12: DOING BUSINESS WITH LATIN AMERICANS 366
LEARNING OBJECTIVES 368
LATIN AMERICAN OVERVIEW 368
MEXICO 371
CENTRAL AMERICAN STATES 381
SOUTH AMERICAN CULTURAL DEVELOPMENT 383
BRAZIL 386
ARGENTINA 400
LATIN AMERICAN CULTURAL THEMES 405
CHALLENGES FOR PAN AMERICAN COOPERATION 410
CONCLUSIONS 412
REFERENCES 413
USEFUL INTERNET WEB SITES 414
CHAPTER 13: DOING BUSINESS WITH ASIANS AND AUSTRALIANS 415
LEARNING OBJECTIVES 415
CENTRAL AND SOUTH ASIAN COUNTRIES 418
AUSTRALIA 420
NEW ZEALAND 426
CHINA 427
INDIA 440
INDONESIA 451
JAPAN 457
MALAYSIA 468
PAKISTAN 474
THE PHILIPPINES 477
SINGAPORE 485
SOUTH KOREA 487
TAIWAN 496
THAILAND 500
VIETNAM 503
CONCLUSIONS 509
REFERENCES 510
INTERNET WEB SITES 513
CHAPTER 14: DOING BUSINESS WITH EUROPEANS 514
LEARNING OBJECTIVES 514
EUROPEAN DIVERSITY AND SYNERGY 517
WESTERN EUROPE 529
GREAT BRITAIN 529
IRELAND 536
FRANCE 540
SPAIN 552
OTHER WESTERN EUROPEAN CULTURES 556
CENTRAL EUROPE 557
GERMANY 559
POLAND 567
OTHER CENTRAL EUROPEAN CULTURES 569
SOUTHEASTERN EUROPE 576
ITALY 578
GREECE 590
EAST EUROPE/EURASIA 594
RUSSIA 599
TURKEY 607
CONCLUSIONS 612
REFERENCES 615
USEFUL INTERNET WEB SITES 617
CHAPTER 15: DOING BUSINESS WITH AFRICANS 618
LEARNING OBJECTIVES 618
INSIGHTS INTO PAN AFRICA 623
CULTURAL CHARACTERISTICS OF AFRICANS 629
CULTURAL SPECIFICS BY GEOGRAPHIC REGIONS 635
NORTH AFRICA 635
MOROCCO 637
EAST AFRICA 639
KENYA 645
WEST CENTRAL AFRICA 649
NIGERIA 652
SOUTHERN AFRICA 659
SOUTH AFRICA 661
PROSPECTS FOR PAN AFRICAN SYNERGY 671
CONCLUSIONS 674
REFERENCES 675
OTHER RESOURCES 677
CHAPTER 16: DOING BUSINESS WITH NORTH AMERICANS 678
LEARNING OBJECTIVES 678
PAN AMERICAN MANAGEMENT PERSPECTIVES 682
NORTHERN AMERICA\u2019S INDIGENOUS PEOPLE 684
PROFILE OF CANADA 692
THE UNITED STATES OF AMERICA 697
CONCLUSIONS 711
REFERENCES 712
EPILOGUE 715
INDEX 716
ABOUT THE AUTHORS 724
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