Renowned international experts Peter B. Smith, Mark F. Peterson, and David C. Thomas, editors of the The Handbook of Cross-Cultural Management, have drawn together scholars in the field of management from around the world to contribute vital information from their cross-national studies to this innovative, comprehensive tome. Chapters explore links between people and organizations, providing useful cultural perspectives on the most significant topics in the field of organizational behavior—such as motivation, human resource management, and leadership —and answering many of the field’s most controversial methodological questions. Key Features Presents innovative perspectives on the cultural context of organizations: In addition to straightforward coverage of structures and processes, this Handbook addresses locally distinctive, indigenous views of organizational processes from around the world and considers the interplay of climate and wealth when analyzing how organizations operate. Offers an integrated theoretical framework: At the start of each substantive section, the Editors provide context for the upcoming chapters by discussing how prevalent cultures in different parts of the world place emphasis on particular aspects of organizational processes and outcomes. Boasts a global group of contributing scholars: This Handbook features contributing authors from around the world who represent an outstanding mix of respected, long-standing scholars in cross-cultural management as well as newer names already impacting the literature. Provides an authoritative agenda for the future development of the field: All chapters conclude with a list of promising avenues for further research and a focus on issues that remain unresolved.Intended AudienceThis Handbook is an ideal resource for researchers, instructors, professionals, and graduate students in fields of business, management, and psychology.
Chapter 17: The Culture of Global Organizations
The Culture of Global Organizations
Globalization has accelerated the emergence of new forms of multinational enterprises (MNEs) that operate across geographical borders and require high levels of cross-national interdependence and cross-border flow of products, technology, capital, and people. As such, MNEs now play a central role in the global economy (Bartlett & Ghoshal, 1994; Govindarajan & Gupta, 2001b) and have strong implications for individual employees working in such contexts. Employees of MNEs need to communicate and coordinate their activities with other employees and managers who bring into the organization a mosaic of cultures with no one common shared meaning system that enables them to understand each other and to correctly interpret fellow employees’ behavioral responses. Sharing common meanings, values, and ...