Review by Choice Review
Most books on cross-cultural management are written from the perspective of a specific culture. Typically, the narrative and examples focus on an American manager confronted with subordinates or superiors from other cultures. In this volume Thomas parlays his unique background (birth in New Zealand, education in the US, and faculty position in Canada) to structure his presentation so that no specific culture predominates. His premise is that because of globalization, international responsibilities have become the norm rather than the exception for managers, who must commonly deal with superiors and subordinates from myriad cultures. The four sections of the book are connected, and each section lays the foundation for the next. Section 1 introduces the topic of culture. The second section details specific areas important in cross-cultural interactions and provides a practical perspective on decision making, negotiation, communication, and leadership in a cross-cultural ambience. Section 3 addresses various challenges facing international managers such as work groups, organizational design, and the unique problems faced by expatriate managers. The book concludes with a final section on the state of the art in international management research. Recommended for university, research, and faculty collections. R. Subramanian Grand Valley State University
Copyright American Library Association, used with permission.
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