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While it is almost a cliché to state that organizations are increasingly working in a global environment, it is nevertheless a daily reality that they must respond to global issues. In 1999, it was predicted that within 30 years, 80% of the world’s output would be in global markets, and a survey of 10,000 senior executives found that leaders believed handling diversity would soon be the most significant factor for corporate success in Europe and North America.

This entry explores how cultural values, behaviors, communication styles, and nonverbal behaviors are affecting the effectiveness of managers working in global settings. The cause of such behavioral differences may be misunderstood and may lead to confusing responses, especially when such differences occur between people with visible (e.g., gender or ...

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