Summary
Contents
Subject index
The book takes a cross-cultural approach to the study and practice of human resource management by examining the contributions of different cultures in interaction and discussing academic issues within the context of actual companies and real cultures. Each chapter provides real-life cases together with sample questions that will help readers to draw conclusions from the cases. Each chapter ends with a section on various management implications, together with a section providing useful pointers for students' further research.
International HRM will be recommended reading on courses in international management, international human resource management and cross-cultural management, for advanced undergraduates, postgraduates and MBA students.
References
and (1992) Andersen Consulting (Europe): Entering the Business of Business Integration, reprinted in H. W.Lane and J. J.DiStefano, (eds) International Management Behavior, 2nd edition, Boston: PWS-Kent
(1986–87) ‘Women in international management: where are they?’, California Management Review, 26(4): 79–85
(1987) ‘Pacific basin managers: a gaigin, not a woman’, Human Resource Management, 26(2): 169–92http://dx.doi.org/10.1002/hrm.3930260205
(1991) International Dimensions of Organizational Behaviour,
2nd edition
, Boston: PWS-Kent (1993) ‘Competitive frontiers: women managers in the triad’, International Studies of Management and Organization, 23(2): 2–23
and (1990) ‘Strategic human resource management: a global perspective’, in R.Pieper (ed.) Human Resource Management: An International Comparison, Berlin: de Gruyter, pp. 235–60
(1985) Test Your Intuitive Powers: Agor Intuitive Management Survey, King of Prussia, PA: Organizational Design and Development Inc.
(1972) Existence, Relatedness and Growth: Human Needs in Organizational Settings, New York: Free Press
and (1988) ‘The learning styles questionnaire: an alternative to Kolb's inventory’, Journal of Management Studies, 25(3): 269–81http://dx.doi.org/10.1111/j.1467-6486.1988.tb00036.x
(1993) Global Disasters: Inquiries into Management Ethics, New York: Prentice Hall
(1967) The Psychology of Interpersonal Behaviour, Harmondsworth: Penguin
(1992) On Organizational Learning, Oxford/Cambridge, MA: Blackwell
, and (1999) ‘Organizational culture and human resource management practices: the model of cultural fit’, Journal of Cross-Cultural Psychology, 30(4): 501–26http://dx.doi.org/10.1177/0022022199030004006
and (1997) ‘Cultural values and work attitudes of Korean industrial workers in comparison with those of the United States and Japan’, Work and Occupations, 24(1), pp. 80–96http://dx.doi.org/10.1177/0730888497024001006
and (1991) The International Manager, London: Business Books/The Economist Books
and (1990) Management in France, London: Cassell
and (1989) Managing across Borders: The Transnational Solution, London: Hutchinson
(1994) ‘Human resource management and Japan’, in I.Beardwell and L.Holden (eds) Human Resource Management: A Contemporary Perspective, London: Pitman
(1998) ‘Colgate Palmolive in post-apartheid South Africa’, reprinted in G.Oddou and M.Mendenhall (eds) Cases in International Organizational Behavior, Malden, MA: Blackwell, pp. 136–42
, , and (1997) ‘HR as a source of shareholder value: research and recommendation’, Human Resource Management, 36(1): 39–47http://dx.doi.org/10.1002/%28SICI%291099-050X%28199721%2936:1%3C39::AID-HRM8%3E3.0.CO;2-X
and (1985) ‘Corporate wide transformations in human resource management’, in R. E.Walton and P. R.Lawrence (eds) Human Resource Management: Trends and Challenges, Boston, MA: Harvard Business School Press, pp. 219–53
, , and (1992) Cross-cultural Psychology: Research and Application, Cambridge: Cambridge University Press
and (1997) ‘Human resource management practices in foreign invested enterprises in China: what has been learned?’ in S.Stewart and A.Carver (eds) Advances in Chinese Industrial Studies, Greenwich, CT: JAI Press, Vol. 5, pp. 155–72
(1993) The Deal Decade: What Takeovers and Leveraged Buyouts Mean for Corporate Governance, Washington: The Brookings Institution
and (2000) The One Minute Manager, New York: HarperCollins
(1994) ‘Managing people in Germany’, Chapter 3 in T.Garrison and D.Rees (eds) Managing People across Europe, Oxford: Butterworth-Heinemann, pp. 40–62
and (1992) Managing Organizations in Africa, Berlin: Walter de Gruyterhttp://dx.doi.org/10.1515/9783110850031
and (1997) ‘Exploring the limits of Western leadership theory in East Asia and Africa’, Personnel Review, 26(1/2): 6–23http://dx.doi.org/10.1108/00483489710157760
(1987) Information and Organization: The Manager as Anthropologist, London: Fontana/Collins
and (1988) ‘The iron law of fiefs: bureaucratic failure and the problem of governance in the Chinese economic reforms’, Administrative Science Quarterly, 33: 507–27http://dx.doi.org/10.2307/2392641
, and (2001) ‘A declaration of independence for editing an international journal of cross cultural management’, International Journal of Cross Cultural Management, 1(1): 24–30http://dx.doi.org/10.1177/147059580111005
(1996) The African Way: The Power of Interactive Leadership, Johannesburg: Zebra Press
(1998) ‘Towards a learning organization’, in Management Development, Geneva: International Labour Office, pp. 357–77
and (1995) ‘Organising for competitive advantage’, European Management Journal, 13(4): 423–33http://dx.doi.org/10.1016/0263-2373%2895%2900036-K
(1999), ‘Editorial Introduction’, Asia Pacific Journal of Human Resources, 37 (2): 1http://dx.doi.org/10.1177/103841119903700201
and (1991) ‘The parochial dinosaur: organizational science in a global context’, Academy of Management Review, 16(2): 262–90
(1982) The Competent Manager, New York: John Wiley
(1990) Ethical Management: Rules and Results, Basingstoke: MacMillan
(1991) The Management of Expatriates, London: Kogan Page
(1995) ‘Towards a “European” model of human resource management’, Journal of International Business Studies, 1: 1–21http://dx.doi.org/10.1057/palgrave.jibs.8490163
, and (1992) The European Human Resource Management Guide, London: Harcourt Brace Jovanovich
(1995) Africa's Choices: After Thirty Years of the World Bank, London: Penguin
(1999) ‘Building a learning organization in the offshore oil industry’, Long Range Planning, 32(2): 245–52http://dx.doi.org/10.1016/S0024-6301%2899%2900023-0
CCC (Chinese Cultural Connection) (1987) ‘Chinese values and the search for culture-free dimensions of culture’, Journal of Cross-Cultural Psychology, 18: 143–64http://dx.doi.org/10.1177/0022002187018002002
and (1985) ‘Strategic planning for a global business’, Columbia Journal of World Business, Summer: 5–6
, and (1997) ‘Testing the effects of vertical and horizontal collectivism: a study of reward allocation preferences in China’, Journal of Cross-Cultural Psychology, 28(1): 44–70http://dx.doi.org/10.1177/0022022197281003
(1995) Asian Management Systems, London/New York: Routledge
and (1996) ‘Crédit Lyonnais: the internationalization of a French bank’, in F.Chevalier and M.Segalla (eds) Organizational Behaviour and Change in Europe, London: Sage, pp. 4–36
(1994) Management in China during the Age of Reform, Cambridge: Cambridge University Press
, , , and (1990) The Management of Equity Joint Ventures in China, Beijing: China–EC Management Institute
, and (1993) ‘Conceptions of employee responsibility and rights in the US and People's Republic of China’, International Journal of Human Resources Management, 4(1)
(1988) Developing the Competent Manager in a UK Context, Report for the Manpower Services Commission. Sheffield: Manpower Services Commission
(1992) The Quantum Leap in Speed-to-Market, Denver: Jc-I-T Institute of Technology
(1985) Spain: The Root and the Flower, 3rd edition, Berkeley: University of California Press
and (1991) ‘Human resources management practice in China: a future perspective’, Human Resource Management, 30(2): 199–215http://dx.doi.org/10.1002/hrm.3930300204
and (1998) ‘Creating a learning organization through HRM: a German–Czech joint venture’, INSEAD case collection, and reproduced as Chapter 17 of G.Oddou and M.Mendenhall (eds) Cases in International Organizational Behaviour, Malden, MA: Blackwell, pp. 197–210
and (1998) Knowledge Management at Andersen Consulting, Harvard Business School case collection, Boston, MA: Harvard Business School Publishing
(1978) ‘The polls: attitudes towards work’, Public Opinion Quarterly, 42: 414–23http://dx.doi.org/10.1086/268467
(1997) ‘Expatriate selection: possibilities and limitations of using personality scales’, in D. M.Saunders and Z.Aycan (eds) New Approaches to Employee Management Volume 4, Expatriate Management: Theory and Research, Greenwich, CT: JAI Press, pp. 93–116
(1986) Managing the New Career, San Francisco: Jossey-Bass
and (1987) The Internal and External Careers: A Theoretical and Cross-cultural Perspective, working paper, University of Utah and INSEAD
and (1978) Human Resource Management in the Multinational Company, New York: Nichols
(1996) Africa's Management in the 1990s and Beyond, Washington, DC: World Bankhttp://dx.doi.org/10.1596/0-8213-3431-X
and (1994) ‘Managing people in Spain’, in T.Garrison and D.Rees (eds) Managing People across Europe, Oxford: Butterworth-Heinemann, pp. 140–62
(1989) La Logique de l'honneur: gestion des entreprises et traditions Nationales, Paris: Seuil
(1997) ‘The usefulness of an ethnographic approach to the comparison of organizations’, International Studies of Management and Organizations, 26(4): 30–47
(1992) ‘Manners Europe’, in H. W.Lane and J. J.DiStefano (eds) International Management Behavior,
2nd edition
, Boston: PWS-Kent, pp. 278–94 (1990) ‘The learning organization: lessons from British Petroleum’, European Management Journal, 8(3): 302–12http://dx.doi.org/10.1016/0263-2373%2890%2990005-Q
and (1990) International Dimensions of Human Resource Management, Boston: PWS-Kent
and (1986) ‘Controlled variety: a challenge for human resource management in the MNC’, Human Resource Management, 25(1): 55–71http://dx.doi.org/10.1002/hrm.3930250105
(1970) ‘Management in Britain – impressions of a visiting professor’, Journal of Management Studies, 7, 183–98, and reproduced in D. J.Hickson (ed.) (1997) Exploring Management Across the World, Harmondsworth: Penguin, pp. 39–55
(1978) ‘Sex differences in influenceability’, Psychological Bulletin, 85: 85–116http://dx.doi.org/10.1037/0033-2909.85.1.86
and (1991) Anglo-German Business Collaboration: A Report of an Empirical Study, Open University Business School working paper, Milton Keynes
and (1996) ‘When to learn how and when to learn why: appropriate organizational learning processes as a source of competitive advantage’, in B.Moingeon and A.Edmondson (eds) Organizational Learning and Competitive Advantage, London: Sage, pp. 17–37http://dx.doi.org/10.4135/9781446250228
, and (1997), ‘Global personnel skills: a dilemma for the Karpin committee and others’, Asia Pacific Journal of Human Resources, 35(3): 80–9http://dx.doi.org/10.1177/103841119803500305
(1997) ‘Human resource management: a changing script for a changing world’, Human Resource Management, 36(1): 85–9http://dx.doi.org/10.1002/%28SICI%291099-050X%28199721%2936:1%3C85::AID-HRM14%3E3.0.CO;2-D
EIU (1994) Economic Intelligence Unit Quarterly Reports: China and Mongolia, 4th Quarter
, , and (1991) ‘The structure of work values: a cross-cultural comparison’, Journal of Organizational Behaviour, 12: 21–38http://dx.doi.org/10.1002/job.4030120103
(1997) ‘Is the human resource function neglecting the employees?’, Human Resource Management, 36(1): 91–5http://dx.doi.org/10.1002/%28SICI%291099-050X%28199721%2936:1%3C91::AID-HRM15%3E3.0.CO;2-H
(1970), Equality and Authority. Tavistock, London
(1975) The Manager and His Values: An International Perspective, Cambridge, MA: Ballinger
(1978) ‘Managers and their value systems: a five country comparative study’, Columbia Journal of World Business, 13(2): 33–44
(1975) A Comparative Analysis of Complex Organizations, New York, NY: The Free Press, 1975
(1967) The Wretched of the Earth, Harmondsworth: Penguin
and (1979) The Case for the Welfare State, Bloomington: Indiana University Press
. (1998) ‘Employment relations in Germany’, Chapter 8 in G. J.Bamber and R. D.Lansbury (eds) International and Comparative Employment Relations, London, Sage, 201–33
(1994) Designing Complex Organizations, Reading, MA: Addison Wesley
and Associates (1994) Understanding Global Cultures: Metaphorical Journeys through 17 Countries, Thousand Oaks, CA: Sagehttp://dx.doi.org/10.4135/9781452224886
(1994) ‘Managing people across Europe: an introductory framework’, Chapter 1 in T.Garrison, and D.Rees, Managing People across Europe, Oxford: Butterworth-Heinemann, pp. 1–24
Garrison, T. and Rees, D. (eds) (1994) Managing People across Europe, Oxford: Butterworth-Heinemann
and (1994) ‘Managing people in the Netherlands’, in T.Garrison and D.Rees, Managing People across Europe, Oxford: Butterworth-Heinemann, pp. 163–73
and (1998) ‘The cross-cultural transfer of management practices: the case of Japanese human resource management practices in Singapore’, International Journal of Human Resource Management, 9(1) http://dx.doi.org/10.1080/095851998341224
(1993) The Rebirth of History: Eastern Europe in the Age of Democracy, London: Penguin
and (1998) ‘Employment relations in France’, Chapter 7 in G. J.Bamber and R. D.Lansbury (eds) International and Comparative Employment Relations, London: Sage, pp. 169–200
(1992) The Goal, New York: North River Press
(1995) ‘Cultural diversity and reward systems’, ACA Journal, Spring: 24–33
, and CPA (1998) ‘IKEA: managing cultural diversity’ [1997], in G.Oddou and M.Mendenhall (eds) Cases in International Organizational Behaviour, Oxford: Blackwell, pp. 88–112
(1995) ‘Tandem training: the Volkswagen-Skoda approach to knowhow transfer’, Journal of European Industrial Training, 19(4): 21–4http://dx.doi.org/10.1108/03090599510083404
and (1991) The New International Manager, London: Kogan Page
, and (1966) Managerial Thinking: An International Study, New York: Wiley
(1959) The Silent Language, New York: Anchor Press/Doubleday
(1989) ‘Expatriate policies in British multinationals’, Journal of General Management, 14 (1): 18–33
and (1998) ‘Employment relations in Sweden’, in G. J.Bamber and R. D.Lansbury (eds) International and Comparative Employment Relations, London: Sage, pp. 224–48
and (1993) Reengineering the Corporation: A Manifesto for Business Revolution, New York: Harper Business
(1995) ‘Women's role in (international) management’, in A-W. K.Harzing and J. V.Ruysseveldt, International Human Resource Management, London: Sage, pp. 229–51
and (1989) Managing Cultural Differences, Houston, TX: Gulf Publishing
. (1995) ‘The persistent myth of high expatriate failure rates’, International Journal of Human Resource Management, 6(2): 458–74
and (1988) ‘Cultural differences in learning styles of managers’, Management International Review, 28(3): 75–80
(1993) ‘Trends in international business thought and literature: the recent literature of “Japanese-style” management’, International Executive, 35(5): 461–65http://dx.doi.org/10.1002/tie.5060350507
and (1990) ‘Human resource management: an agenda for the 1990s’, International Journal of Human Resource Management, 1(1): 17–44http://dx.doi.org/10.1080/09585199000000038
(2000) Shell in Nigeria, University of Cambridge, The Judge Institute of Management Studies Case Collection, European Case Clearing House, Cranfield
and (1990) ‘The system of management and performance of joint ventures in China: some evidence from Shenzhen special economic zone’, Advances in Chinese Industrial Studies, 1(B): 277–95
(1966), Work and the Nature of Man, Cleveland: World Publishing Co.
, and (1959) The Motivation to Work, New York: Wiley
and (1995) Management Worldwide: The Impact of Societal Culture on Organizations around the Globe, London: Penguin
and (1990) ‘Expatriation: challenges and recommendations’, European Management Journal, 8(1): 19–26http://dx.doi.org/10.1016/0263-2373%2890%2990045-8
and (1988) What Makes a Manager, Brighton: Institute of Manpower Studies
and (1991) International Management, New York: McGraw-Hill
and (1994) ‘Component ideas of individualism, collectivism and social organization: an application in the study of Chinese culture’, in U.Kim et al., Individualism and Collectivism: Theory, Method and Application, Thousand Oaks: Sage, 137–56
(1980a) Culture's Consequences: International Differences in Work Related Values, Beverly Hills, CA: Sage
(1980b) ‘Motivation, leadership and organization: do American theories apply abroad?’, Organizational Dynamics, Summer: 42–63http://dx.doi.org/10.1016/0090-2616%2880%2990013-3
(1991) Cultures and Organizations: Software of the Mind, London: McGraw-Hill
(1994) ‘The business of international business is culture’, International Business Review, 3(1): 1–14http://dx.doi.org/10.1016/0969-5931%2894%2990011-6
(2001) Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations across Nations,
2nd edition
, Thousand Oaks, CA: Sage and (1988) ‘The Confucian connection: from cultural roots to economic growth’, Organizational Dynamics, 16(4): 4–21http://dx.doi.org/10.1016/0090-2616%2888%2990009-5
and (1982) The Manual of Learning Styles, Maidenhead: Peter Honey
, Bowmaker-Falconer A. and Searll, P. (1996) ‘Human resources development and managing diversity in South Africa’, International Journal of Manpower, 17(4/5): 134–51http://dx.doi.org/10.1108/01437729610127604
(1986) ‘The “learn-how-to-learn” approach to cross-cultural orientation’, International Journal of Intercultural Relations, 10: 485–505http://dx.doi.org/10.1016/0147-1767%2886%2990047-7
(1988) ‘Measurement of individualism–collectivism’, Journal of Research in Personality, 22: 17–36http://dx.doi.org/10.1016/0092-6566%2888%2990022-0
(1990) ‘Work attitudes, leadership styles, and managerial behaviour in different cultures’, in R. W.Brislin, (ed.) Applied Cross-Cultural Psychology, Newbury Park, CA: Sage, pp. 186–208
and (1986) ‘Individualism–collectivism: a study of cross-cultural researchers’, Journal of Cross-Cultural Psychology, 17(2): 225–48http://dx.doi.org/10.1177/0022002186017002006
(1996) Contemporary Conversations, Dakar, Senegal: The Goree Institute
and (1995) ‘On transplanting human resource practices to China: a cultural driven approach’, International Journal of Manpower, 16(9): 3–15http://dx.doi.org/10.1108/01437729510102657
IDE (Industrial Democracy in Europe International Research Group) (1981) Industrial Democracy in Europe, Oxford: Clarendon Press
(1986) ‘The transferability of Japanese human resource management abroad’, Human Resource Management, 25(1): 103–20http://dx.doi.org/10.1002/hrm.3930250108
(1992) Chinese Enterprise Management, New York: Walter de Gruyter
(1991) Measuring Management Performance, London: Kogan Page
(1993a) ‘Ethics and the art of intuitive management’, European Management Journal, special EAP 20th anniversary issue: 57–65
(1993b) ‘Understanding management performance: an interpretive approach to analysis and measurement’. Unpublished. Unpublished PhD thesis, Henley Management College, Brunel University, UK
(1993c) Organizational Behaviour in International Management, Oxford: Butterworth-Heinemann
(1995) ‘European management learning: a cross-cultural interpretation of Kolb's learning cycle’, Journal of Management Development, 14(6): 42–50http://dx.doi.org/10.1108/02621719510086174
(1996) ‘Understanding management learning across cultures: some east–west comparisons’. Paper presented at the Academy of International Business annual meeting, Banff, Alberta, Canada, September
(1999) ‘Managing change in South Africa: developing people and organizations’, International Journal of Human Resource Management, 10(2): 306–26http://dx.doi.org/10.1080/095851999340576
(in press) ‘Reframing people management in Africa: a cross-cultural perspective’, International Journal of Human Resource Management
and (1998) ‘Foreign companies and Chinese workers: employee motivation in the People's Republic of China’, Journal of Organizational Change Management, 11(4): 282–300http://dx.doi.org/10.1108/09534819810225869
(1990) ‘The applicability of Western management techniques in developing countries: a cultural perspective’, in A. M.Jaeger and R. N, Kanungo (eds) Management in Developing Countries, London: Routledge
and (1990) Management in Developing Countries, London: Routledge
Japanese External Trade Organization (1992) White Paper on Foreign Direct Investment, Tokyo: JETRO
and (1990) ‘Introduction: the need for indigenous management in developing countries’, in A. M.Jaeger and R. N.Kanungo (eds) Management in Developing Countries, London: Routledge, pp. 1–23
(1995) ‘Enterprising nation: renewing Australia's managers to meet the challenge of the Asia-Pacific century’, Report of the Industrial Task Force on Leadership and Management Skills (Karpin Report), Canberra: AGPS
and (1978) The Social Psychology of Organizations, New York: Wiley
and (1988) ‘Cultural constraints on transfer of technology across nations: implications for research in international and comparative management’, Academy of Management Review, 13 (4): 559–71
(1989) ‘Corporate training strategies: the vital component’, in J.Storey (ed.) New Perspectives on Human Resource Management, London: Routledge. pp. 109–25
Kelley, L. and Shenkar, O. (eds) (1993) International Business in China, London: Routledge
, and (1991) ‘Self-appraisal, life goals, and national culture: an Asian–Western comparison’, Asia Pacific Journal of Management, 7(2): 164–73
(1984) ‘Why Japanese workers work’, Management Today, January: 72–5
(1996) ‘The new people economy’, Business Today (India), 7–21 January: 12–17
and (1961) Variations in Value Orientation, Westport, CT: Greenwood Press
(1976) The Learning Styles Inventory, and Technical Manual, Boston, MA: McBer
(1984) Experiential Learning, Englewood Cliffs, NJ: Prentice Hall
, and (1991) Organizational Behavior: An Experiential Approach,
5th edn
, Englewood Cliffs, NJ: Prentice Hall (1991) Transcultural Management, Oxford: Basil Blackwell
(1992) The Socialist System: Political Economy of Communism, Oxford: Oxford University Presshttp://dx.doi.org/10.1093/0198287763.001.0001
and (1995) ‘The system of management in modern Russia’, International Studies of Management and Organization, 25(4): 9–25
and (1995) ‘Human resource management in turbulent times: HRM in the Czech Republic’, International Journal of Human Resource Management, 6(2): 223–47http://dx.doi.org/10.1080/09585199500000018
and (1998) ‘Managers and their competences’, in J.Prokopenko (ed.) Management Development: A Guide for the Profession, Geneva: International Labour Office, pp. 9–22
(1998) ‘Employment relations in Japan’, in G. J.Bamber and R. D.Lansbury (eds) International and Comparative Employment Relations, London: Sage, pp. 249–74
(1986) ‘The cross-cultural puzzle of international human resource management’, Human Resource Management, 25(1): 91–102http://dx.doi.org/10.1002/hrm.3930250107
(1994) ‘German management: at the interface between Eastern and Western Europe’, Chapter 6 in R.Calori and P.de Woot (eds) A European Management Model: Beyond Diversity, London: Prentice Hall, pp. 133–64
and (1967) Organization and Environment, Cambridge, MA: Harvard University Press
and (1986) Management and Society in Sweden, London: Routledge and Kegan Paul
LCCIEB (1993) National Vocational Qualification, Retailing Level 2, LondonChamber of Commerce and Industry Examinations Board
(1989) ‘Human resource management: a critical analysis’, in J.Storey (ed.) New Perspectives on Human Resource Management, London: Routledge
(1989) Global Management Principles, London: Prentice-Hall
(1994) ‘Four worlds: the southern African businessphere’, in P.Christie, R.Lessem and L.Mbigi (eds) African Management: Philosophy, Concepts and Applications, Cape Town: Knowledge Resources
(1951) Field Theory in Social Science, London: Harper and Row
(1961) New Patterns of Management, New York: McGraw-Hill
(1987) ‘China's special economic zones: the cultural and managerial challenges’, Journal of General Management, 12(3): 21–31
and (1982) ‘Leaders on the line: observations from a simulation of managerial work’, in J.Hunt, Leadership Beyond Establishment Views, Carbondale: University of Illinois Press
, and (1997) ‘Adventuring in new terrain: managing international joint ventures in China’, in S.Stewart and A.Carver (eds) Advances in Chinese Industrial Studies, Greenwich, CT: JAI Press, Vol. 5, pp. 103–23
(2001) ‘Management development in Royal Dutch/Shell’, Journal of Management Development, 20(2) http://dx.doi.org/10.1108/02621710110382141
(1954) Motivation and Personality, New York: Harper
, and (1998) ‘Lessons from Russian human resource management experience’, European Management Journal, 16(4): 447–59http://dx.doi.org/10.1016/S0263-2373%2898%2900021-8
(1997) Ubuntu: The African Dream in Management, Randburg, RSA: Knowledge Resources
(1989) ‘Performance organizations in the 1990s: flexibility for manufacturing management’, European Management Journal, 7(3): 353–57http://dx.doi.org/10.1016/0263-2373%2889%2990131-X
(1996) ‘Lateral hierarchy: the case of cross-cultural management teams’, European Management Journal, 14(5): 509–17http://dx.doi.org/10.1016/0263-2373%2896%2900045-X
(1987) Human Motivation, Cambridge: Cambridge University Press
and (1985) ‘The dimensions of expatriate acculturation: a review’, Academy of Management Review, 10: 39–47
and (1994) ‘Managing human resources: the issues of culture fit’, Journal of Management Inquiry, 3(3): 198–205
(1997) ‘Contextual influences on human resource management in the Czech Republic’, Personnel Review, 27(3): 177–99http://dx.doi.org/10.1108/00483489810210589
(1985) ‘Cross-cultural contact – are women the answer to problems of culture clash?’International Management, 40(5): 118
(1989) When Giants Learn to Dance, London: Routledge
(1992) Frontiers: The Epic of South Africa's Creation and the Tragedy of the Xhosa People, London: Pimlico
MOW (Meaning of Working) International Research Team (1987) The Meaning of Working, London: Academic Press
(1988) Developing Top Managers, Aldershot: Gower
, and (1995) ‘On transformation and adaptation: building the entrepreneurial corporation’, European Management Journal, 13(4): 346–62http://dx.doi.org/10.1016/0263-2373%2895%2900029-K
and (1995) Andersen Consulting – EMEAI: Reorganization for Revitalization, Cambridge, MA: Harvard Business School Case Collection
National Economic Development Office/Manpower Services Commission (1984) Competence and Competition, London: NEDO
(1987) International Management, Boston: Allyn and Bacon
(1983) ‘Cultural assumptions and productivity: the United States and China’, Sloan Management Review, 24: 17–29
(1995) ‘Cultural differences in learning motivation and learning strategies: a comparison of overseas and Australian students at an Australian university’, International Journal of Intercultural Relations, 19(3): 369–85http://dx.doi.org/10.1016/0147-1767%2894%2900025-S
, and (2000) ‘SECI, Ba and leadership: a unified model of dynamic knowledge creation’, Long Range Planning, 33(1): 5–34http://dx.doi.org/10.1016/S0024-6301%2899%2900115-6
(1998) ‘Competences specificities in organizations: a classificatory framework’, International Studies of Management and Organization, 28(1): 8–29
(1982) The Mind of the Strategist, Harmondsworth: Penguin
(1990) ‘Culture and integration problems in international mergers and acquisitions’, European Management Journal, 8(2): 206–15http://dx.doi.org/10.1016/0263-2373%2890%2990088-N
(1981) Theory Z: How American Business can meet the Japanese Challenge, Reading, MA: Addison-Wesley
and (1992) Designing and Managing Human Resources Systems, New Delhi: Oxford and IBH
and (1994) ‘Managing people in Scandinavia’, in T.Garrison and D.Rees (eds) Managing People across Europe, Oxford: Butterworth-Heinemann, pp. 111–21
and (1951) Towards a General Theory of Action, Cambridge, MA: Harvard University Press
and (1981) The Art of Japanese Management, New York: Simon and Schuster
, and (1989) ‘Towards the learning company’, Journal of the Association for Management Education and Training, 20(1)
(1968) ‘The difference between “tight” and “loose” societies’, Transaction, April: 37–40
(1969) ‘The tortuous evolution of the multinational corporation’, Columbia Journal of World Business, 4(1): 9–18
(1992) Liberation Management, New York: Alfred A. Knopf
and (1982) In Search of Excellence: Lessons from America's Best-Run Companies, New York: Harper and Row
, and (2000) ‘Innovative forms of organising in Europe and Japan’, European Management Journal, 18(3): 259–73http://dx.doi.org/10.1016/S0263-2373%2800%2900008-6
(1992) International Dimensions of Management,
3rd edn
, Boston: PWS-Kent (1966) The Tacit Dimension, New York: Doubleday
, and (2000) ‘Industrialization and values evolution: the case of Hong Kong and Guangzhou, China’, Asia Pacific Journal of Management, 17(3): 473–92http://dx.doi.org/10.1023/A:1015842500457
PRC (1987) ‘Law of the PRC on Chinese–foreign equity joint ventures’, in The Laws of the PRC
(1988) ‘Strategic alliances, organizational learning, and competitive advantage: the HRM agenda’, Human Resource Management, 27(1): 77–93http://dx.doi.org/10.1002/hrm.3930270105
and (1998) ‘Chiba International, Inc.’, in G.Oddou and M.Mendenhall (eds) Cases in International Organizational Behavior, Malden, MA: Blackwell, pp. 18–32
(1991) ‘Management competence: “The flower in the mirror and the moon on the water”’, in M.Silver (ed.) (1991) Competent to Manage, London: Routledge, pp. 101–17
(1992) Intelligent Enterprise: A Knowledge and Service Paradigm for Industry, New York: Free Press
(1991) Rebirth of an Organization, New York: Wiley
(1996) Human Resource Development: Experiences, Intervention, Strategies, New Delhi: Sage
(1997) Africa: A Biography of the Continent, London: Penguin
(1992) Japan – The Coming Collapse, London: Weidenfeld and Nicholson
, and (1994) ‘The nature of individual attachment to theory: a review of East Asian variations’, in H.C.Triandis, M. D.Dunnett and L. M.Hough (eds) Handbook of Industrial and Organizational Psychology, Palo Alto, CA: Consulting Psychologists Press, Vol. 4, pp. 674–88
(1965) Science and the Manager, London: Macdonald
and (1939) Management and the Worker, Cambridge, MA: Harvard University Press
(1998) Human Resource Development in Commercial Banks in India, Aldershot: Ashgate
and (1994) ‘Influences on human resource management practices in multinational corporations’, Journal of International Business Studies, 25(2): 229–51http://dx.doi.org/10.1057/palgrave.jibs.8490199
, and (1998) ‘Employment, economics and industrial relations: comparative statistics’, appendix in G. J.Bamber and R. DLansbury (eds) International and Comparative Employment Relations, London: Sage, pp. 328–66
(1966) ‘General expectancies for internal versus external control of reinforcement’, Psychological Monographs, 80(1): Whole No. 609: 1–28http://dx.doi.org/10.1037/h0092976
and (1997) ‘Identification and development of potential for management and executive positions in France’, Career Development International, 2(7): 341–6http://dx.doi.org/10.1108/13620439710187972
(1998) ‘Leadership the South African way’, People Dynamics, February, 31–4
(1995) ‘Training for the African mind’, International Journal of Intercultural Relations, 19(2): 281–93http://dx.doi.org/10.1016/0147-1767%2894%2900010-U
(1985) Organizational Culture and Leadership, San Francisco: Jossey-Bass
and (1998) ‘Understanding compensation practice variation across firms: the impact of national culture’, Journal of International Business Studies, 29(1): 159–77http://dx.doi.org/10.1057/palgrave.jibs.8490030
, and (1993) ‘An integrative framework of strategic international human resource management’, International Journal of Human Resource Management, 4(4): 717–64http://dx.doi.org/10.1080/09585199300000056
(1994) ‘Beyond individualism/collectivism: new cultural dimensions of values’, in U.Kim, H. C.Triandis, Ç. Kâgitçibaşi, S-C.Choi and G.Yoon, (eds) Individualism and Collectivism: Theory, Method and Application, Beverly Hills, CA: Sage, pp. 85–119
(1995) ‘Emerging organizational forms: work and organization in the 21st century’, European Management Journal, 13(4): 339–45http://dx.doi.org/10.1016/0263-2373%2895%2900027-I
(1991) ‘Why companies prefer to use expatriates’, Personnel Management, 23: 32–5
(1994) Maverick: The Success Story behind the World's Most Unusual Workplace, London: Arrow
(1990) The Fifth Discipline: The Art and Practice of the Learning Organization, London: Century Business
and (1998) ‘Managing people in China: perceptions of expatriate managers’, Journal of World Business, 33(1): 17–33http://dx.doi.org/10.1016/S1090-9516%2898%2980002-3
(1998) ‘Western multinationals’ human resource practices in Russia’, European Management Journal, 16(4): 460–5http://dx.doi.org/10.1016/S0263-2373%2898%2900022-X
(1988) Human Resource Development: The Indian Experience, New Delhi: New Delhi Publications
(1970) The Theory of Organizations, Aldershot: Gower
Singleton, W. T., Spurgeon, P. and Stammers, R. B. (eds) (1979) The Analysis of Social Skills, New York: Plenum Press
(1989) ‘A challenge to the human resource and organizational function in international firms’, European Management Journal, 7(2): 189–97http://dx.doi.org/10.1016/0263-2373%2889%2990059-5
and (1972) ‘Cross-cultural attitudes among managers: a case study’, Sloan Management Review, 13(3): 35–50
, and (1996) ‘National culture and the values of organizational employees: a dimensional analysis across 43 nations’, Journal of Cross-Cultural Psychology, 27 (2): 231–64http://dx.doi.org/10.1177/0022022196272006
(1999) ‘Liberating knowledge’, Chapter 1, in Liberating Knowledge, IBM Business Guides, London: Caspian Publishing, pp. 6–19
(1994) ‘Hofstede's consequences: a study of reviews, citations and replications’, Organization Studies, 15: 447–56http://dx.doi.org/10.1177/017084069401500307
and (1995) ‘Developments in Indian HRM in the new economic environment’. Paper presented at the European Institute for Advance Studies in Management conference, Cross-cultural Perspectives: Comparative Management and Organizations, Henley Management College, UK, 10–12 November
(1995) ‘Managing people in Central Europe’, Chapter 5 in T.Garrison and T.Rees (eds) Managing People Across Europe, Oxford: Butterworth-Heinemann, pp. 92–110
(1986) The Power of People Skills, New York: Wiley
(1992) Developments in Management of Human Resources, Oxford: Blackwell
(1996) ‘Managing strategic change in China: the human resource paradigm’, Strategic Change, 5(5): 331–41http://dx.doi.org/10.1002/%28SICI%291099-1697%28199611%295:6%3C331::AID-JSC270%3E3.0.CO;2-4
(1993) ‘English culture and business organizations’, in D. J.Hickson (ed.) Management in Western Europe: Society, Culture and Organization in Twelve Nations, Berlin: Walter de Gruyter
(2000) ‘The internationalisation of HRM policies and practices: the case of Japanese and French companies in Scotland’, 11éme Congrés de l'AGRH, 16–17th November 2000, ESCP-EAP, Paris
and (1989) Towards European Management, London: Pitman
and (1992) ‘Management learning for Europe’, European Management Journal, 10(1): March: 30–8http://dx.doi.org/10.1016/0263-2373%2892%2990041-2
(2000) ‘Communication and management styles in Australia: understanding the changing nature of its corporate affairs’, Cross Cultural Management: An International Journal, 7(1): 12–22http://dx.doi.org/10.1108/13527600010797039
(1982) Living Abroad: Personal Adjustment and Personnel Policy in Overseas Settings, New York: Wiley
and (1996) ‘A comparison of HRD in France and the UK’, Journal of European Industrial Training, 20(1): 20–30http://dx.doi.org/10.1108/03090599610105255
(1990) ‘Theoretical concepts that are applicable to the analysis of ethnocentrism’, in R. W.Brislin (ed.) Applied Cross-Cultural Psychology, Newbury Park, CA: Sage, pp. 34–55
, and (1988) ‘Cross-cultural training across the individualism–collectivism divide’, International Journal of Intercultural Relations, 12: 269–89http://dx.doi.org/10.1016/0147-1767%2888%2990019-3
(1993) Riding the Waves of Culture: Understanding Cultural Diversity in Business, London: Nicholas Brealey
(1994) ‘Managing people in France’, Chapter 4 in T.Garrison and D.Rees (eds) Managing People across Europe, Oxford: Butterworth-Heinemann, pp. 63–91
(1996) ‘The strategy for human resources development in SMI’, International Journal of Technology Management, special publication, 12(5/6): 534–50
(1981) ‘Selection and training of personnel for overseas assignments’, Columbia Journal of World Business, 15: 68–78
(1995) ‘The global impact of non-Japan Asia’, Long Range Planning, 28(1): 31–40http://dx.doi.org/10.1016/0024-6301%2894%2900068-G
and (1999) Andersen Consulting's Global Brand Campaign, IMD – International Institute for Management Development Case Collection, Lausanne, Switzerland.
and (1986) Evaluating the Personnel Function, London: Hutchinson
(1995) Strategic Alliances: Banque Nationale de Paris and Dresdner Bank, case study of the University of Birmingham, Bedford: The European Case Clearing House
UNCTC: United Nations Centre for Transnational Corporations (1993) Investment Report, 1993: Transnational Corporations and Integrated International Production, New York: UNCTC
(1990) ‘Transnational management in an evolving European context’, European Management Journal, 8(4): 474–9http://dx.doi.org/10.1016/0263-2373%2890%2990108-I
(1994) ‘The trial between sense and sentiment: a reflection on the language of HRM’, Journal of General Management, 19: 20–32
, , and (1990) ‘Organizational design and management norms: a comparative study of managers’ perceptions in the People's Republic of China, Hong Kong and Canada’, Journal of Management, 16(4): 853–67http://dx.doi.org/10.1177/014920639001600413
(1986) Communist Neo-traditionalism, Berkeley: University of California Press
(1992) ‘Managerial psychological strategies for Chinese–foreign joint ventures’, Journal of Managerial Psychology, 7(3): 10–16http://dx.doi.org/10.1108/EUM0000000001737
and (1994) ‘Leadership styles and organizational effectiveness in Chinese–Japanese joint ventures’, Journal of Managerial Psychology, 9(4): 31–6http://dx.doi.org/10.1108/02683949410063645
(1993) ‘Human resources management with Chinese characteristics’, International Journal of Human Resources Management, 4(1): 45–65http://dx.doi.org/10.1080/09585199300000004
(1996a) ‘Chinese enterprise reform, human resources and the 1994 Labour Law’, International Journal of Human Resource Management, 7(4): 779–96http://dx.doi.org/10.1080/09585199600000155
(1996b) ‘Human resources in the People's Republic of China: the “three systems” reforms’, Human Resource Management Journal, 6(2): 32–43http://dx.doi.org/10.1111/j.1748-8583.1996.tb00402.x
and (1993) ‘German management’, Chapter 6 in D. J.Hickson (ed.) Management in Western Europe: Society, Culture and Organizations in Twelve Nations, Berlin: Walter de Gruyter, pp. 89–108
and (1997) ‘Managerial values across cultures: Australia, Hong Kong and the United States’, Asia Pacific Journal of Management, 14: 31–66http://dx.doi.org/10.1023/A:1015481028914
and (1998) ‘Employment relations in the United States’, in G. J.Bamber and R. D.Lansbury (eds) International and Comparative Employment Relations, London: Sage, pp. 63–88
(1991) Japanese Management: Tradition and Transition, London: Routledge
and (1982) Measuring Sex Stereotypes: A Third National Study, London: Sage
(1977) ‘The supranational organization of production: an evolutionary perspective’, Current Anthropology, 18(4): 615–35http://dx.doi.org/10.1086/201973
(1994) ‘Japanese subsidiaries: strengths and weaknesses’, Chapter 5 in R.Calori and P.de Woot, A European Management Model: Beyond Diversity, London: Prentice-Hall, pp. 112–32
165986
- Loading...
Get a 30 day FREE TRIAL
-
Watch videos from a variety of sources bringing classroom topics to life -
Read modern, diverse business cases
-
Explore hundreds of books and reference titles
Read next
More like this
Sage Recommends
We found other relevant content for you on other Sage platforms.
Have you created a personal profile? Login or create a profile so that you can save clips, playlists and searches