The World of International Management: The Cultural
Roots of Toyota’s Quality Crisis 2
The Nature of Culture 4
Cultural Diversity 5
Values in Culture 9
Value Differences and Similarities across Cultures 9
Values in Transition 10
Cultural Dimensions 12
Hofstede 12
Trompenaars 19
Integrating Culture and Management: The GLOBE Project 28
Culture and Management 29
GLOBE''s Cultural Dimensions 30
GLOBE Country Analysis 30
The World of International
Management—Revisited 33
Summary of Key Points 33
Key Terms 34
Review and Discussion
Questions 34
Internet Exercise:
Renault-Nissan in South Africa 35
In the International
Spotlight: South Africa 36
2 Managing Across Cultures 38
The World of International Management: Apple v. Samsung:
Comparing Corporate Culture 38
The Strategy for Managing across Cultures 40
Strategic Predispositions 41
Meeting the Challenge 42
Cross-Cultural Differences and Similarities 45
Parochialism and Simplification 45
Similarities across Cultures 48
Many Differences across
Cultures 48
Cultural
Differences in Selected Countries and Regions 52
Doing Business in
China 53
Doing Business in
Russia 55
Doing Business in
India 57
Doing Business in
France 58
Doing Business in
Brazil 59
Doing Business in
Arab Countries 60
The World of International Management—Revisited 62
Summary of Key Points 63
Key Terms 63
Review and Discussion Questions 63
Internet Exercise: Haier’s Approach 63
In the International Spotlight: Mexico 64
3 Organizational Cultures and Diversity 66
The World
of International Management: Managing
Culture and
Diversity in Global Teams 66
The Nature
of Organizational Culture 68
Definition and
Characteristics 69
Interaction
between National and Organizational Cultures 70
Organizational
Cultures in MNCs 74
Family Culture 76
Eiffel Tower
Culture 76
Guided Missile
Culture 77
Incubator Culture
78
Managing
Multiculturalism and Diversity 80
Phases of
Multicultural Development 80
Types of
Multiculturalism 82
Potential Problems
Associated with Diversity 84
Advantages of
Diversity 85
Building
Multicultural Team Effectiveness 86
The World of International Management—Revisited 88
Summary of Key Points 88
Key Terms 89
Review and Discussion Questions 89
Internet Exercise: Lenovo’s International Focus 89
In the International Spotlight: Japan 91
4 Cross-Cultural Communication
and Negotiation 92
The World of International Management:
Offshoring Culture and Communication 92
The Overall Communication Process 95
Verbal Communication Styles 95
Interpretation of Communications 98
Communication Flows 99
Downward Communication 99
Upward Communication 101
Communication Barriers 102
Language Barriers 102
Perceptual Barriers 105
The Impact of Culture 107
Nonverbal Communication 109
Achieving Communication Effectiveness 112
Improve Feedback Systems 112
Provide Language Training 112
Provide Cultural Training 113
Increase Flexibility and Cooperation 113
Managing Cross-Cultural Negotiations 115
Types of Negotiation 115
The Negotiation Process 116
Cultural Differences Affecting Negotiations 117
Negotiation Tactics 120
Negotiating for Mutual Benefit 121
Bargaining Behaviors 123
The World of International
Management—Revisited 126
Summary of Key Points 127
Key Terms 127
Review and Discussion
Questions 128
Internet Exercise: Working Effectively
at Toyota 128
In the International
Spotlight: China 129
Brief Integrative Case 1.1:
Coca-Cola in India 130
Brief Integrative Case 1.2:
Danone’s Wrangle with Wahaha 136
In-Depth Integrative Case
1.1a: Euro Disneyland 142
In-Depth Integrative Case
1.1b: Beyond Tokyo: Disney’s Expansion in Asia 152
In-Depth Integrative Case
1.2: Walmart’s Global Strategies 156
Endnotes 165
Glossary 175
內容試閱：
The People’s Republic of China PRC or
China, for short has had a long tradition of isolation. In 1979, Deng Xiaoping
opened this country to the world.
China is rapidly trying to close the
gap between itself and economically advanced nations and to establish itself as
a power in the world economy. China is actively trading in world markets, is a
member of the WTO, and is a major trading partner of the United States. Despite
this global presence, many U.S. and European multinationals still find that
doing business in the PRC can be a long, grueling process. Very few outside
firms have yet to make a profit in China. One primary reason is that Western-based
MNCs do not appreciate the important role and impact of Chinese culture.
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