Summary
Contents
Subject index
This Handbook presents a comprehensive and contemporary compendium of the field of cross-cultural management (CCM). In recognition of current trends regarding migration, political ethnocentrisms and increasing nationalism, the chapters in this volume not only cover the traditional domains of CCM such as expatriation, global (virtual) teamwork and leadership, but also examine emerging topics such as bi/multi-culturalism, migration, religion and more, all considered from a global perspective. The result is a Handbook that acknowledges and builds on a variety of research traditions (from mainstream to critical), updates existing knowledge in relation to current challenges, and sets the direction for future research and developments, making this an invaluable resource for researchers in the field, and across related areas of international business, management, and intercultural relations. Part 1: Multiple Research Paradigms for the Study of Culture; Part 2: Research Methods in Cross-Cultural Management; Part 3: Cross-Cultural Management and Intersecting Fields of Study; Part 4: Individuals and Teams in Cross-Cultural Management; Part 5: Global mobility and Cross-Cultural Management; Part 6: Developing Intercultural Competence.
Cross-Cultural Comparative Leadership Studies: A Critical Look to the Future
Cross-Cultural Comparative Leadership Studies: A Critical Look to the Future
Leaders are called upon to build organizational cultures that mitigate potential uncertainty and disconnectedness resulting from changing business models, increasingly diverse workforces, and technological changes in how work is accomplished (Erez & Gati, 2004; Vaughn, 2019). To deal with this increased complexity and turbulence in the global work environment, leaders need to cultivate a ‘global mindset’ (Javidan & Bowen, 2015). This mindset consists of intellectual, psychological, and social capital competencies that are needed for leaders to work effectively with individuals who may have varying cultural lenses by which they do business. As one ...
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