Table of Contents

Section I. Management and Culture
Reading 1.1 Global Managers: Developing a Mindset for Global Competitiveness - Ben L. Kedia and Ananda Mukherji
Reading 1.2 Cultural Constraints in Management Theories - Geert Hofstede
Reading 1.3 Whatever Happened to Masculinity and Femininity? - Geert Hofstede
Reading 1.4 Building Competitive Advantage from Ubuntu: Management Lessons from South Africa. - Mzamo P. Mangaliso
Reading 1.5 The Japanese Manager′s Traumatic Entry into the United States: Understanding the American-Japanese Cultural Divide - Richard G. Linowes
Reading 1.6 Beyond Sophisticated Stereotyping: Cultural Sensemaking in Context - Joyce S. Osland and Allan Bird
Case 1.1 Merck & Company, Inc.: Having the Vision to Succeed - Stephanie Weiss and David Bollier
Case 1.2 Unocal and the Yadana Gas Pipeline Project - Anne T. Lawrence and Howard Tolley Jr.
Case 1.3 Common Bond Values at the New Zealand Office of AT&T - Deborah Shepherd
Case 1.4 The Road to Hell - Gareth Evans
Case 1.5 Café Mam and ISMAM - Ronald Nigh, Ann D. Walsh, and Dahinda Meda
Case 1.6 Gold Star Properties: Financial Crisis - Joseph J. DiStefano
Case 1.7 Chiba International, Inc. - Nina Hatvany and Vladimir Pucik
Case 1.8 Footwear International - R. William Blake
Section II. Roles of the International Manager
Reading 2.1 Values in Tension: Ethics away from Home - Thomas Donaldson
Reading 2.2 When Ethics Collide: Managing Conflicts across Cultures - Paul F. Buller, John J. Kohls, and Kenneth S. Anderson
Reading 2.3 Key Concepts: Underlying Structures of Culture - Edward T. Hall and Mildred Reed Hall
Reading 2.4 Negotiating with the Chinese: A Socio-Cultural Analysis - Pervez Ghauri and Tony Fang
Reading 2.5 Understanding the Bear: A Portrait of Russian Business Leaders - Sheila M. Puffer
Reading 2.6 Contrasts in Culture: Russian and Western Perspectives on
Organizational Change
Reading 2.6 Contrasts in Culture: Russian and Western Perspectives on Organizational Change - Snejina Michailova
Case 2.1 Nike′s Dispute with the University of Oregon - Rebecca J. Morris and Anne T. Lawrence
Case 2.2 How Much Sleaze is Too Much? - Asbjorn Osland
Case 2.3 Moto: Coming to America - Patricia Gercik
Case 2.4 Negotiating across the Pacific - Xiaohua Lin and Jian Guan
Case 2.5 Consolidated Engineering Co. Goes to China - Travis Maples and Penelope B. Prime
Case 2.6 Kiwi Samurai: The Secure Fit Industries in Japan - David C. Thomas
Case 2.7 Rus Wane Equipment: Joint Venture in Russia (A) and (B) - Stanislav V. Shekshnia and Sheila M. Puffer
Section III. International Management Challenges
Reading 3.1 Virtual Teams: Technology and the Workplace of the Future - Anthony M. Townsend, Samuel M. DeMarie, and Anthony R. Hendrickson
Reading 3.2 Minding Your Metaphors: Applying the Concept of Teamwork Metaphors to the Management of Teams in Multicultural Contexts - Cristina B. Gibson and Mary E. Zellmer-Bruhn
Reading 3.3 End Games in International Alliances - Manuel G. Serapio Jr. and Wayne F. Cascio
Reading 3.4 Same Bed, Different Dreams: Working Relationships in Sino-American Joint Ventures - James P. Walsh, ErPing Wang, and Katherine R. Xin
Reading 3.5 The Contemporary International Assignment: A Look at the Options - Glenn M. McEvoy and Barbara Parker
Reading 3.6 Expatriate Assignments Versus Overseas Experience: Contrasting Models of International Human Resource Development - Kerr Inkson, Michael B. Arthur, Judith Pringle, and Sean Barry
Case 3.1 Team Spirit at Sino-American Shanghai Squibb (SASS) - Anne Marie Francesco
Case 3.2 Johannes van den Bosch Sends an Email; Johannes van den Bosch Receives a Reply. - Joseph J. DiStefano
Case 3.3 Mass Merger: The Case of AON Singapore - Anne Marie Francesco
Case 3.4 The Role of the Area Manager - Asbjorn Osland
Case 3.5 Catskill Roads - J. Bonner Ritchie and Alan Hawkins
Case 3.6 Andreas Weber′s Reward for Success in an Expatriate Assignment - a Return to an Uncertain Future - Günter K. Stahl and Mark E. Mendenhall

About the Author

David C Thomas (PhD University of South Carolina) is a Professor in the Gustavson School of Business, University of Victoria and Professor Emeritus of International Management at Simon Fraser University, Canada. He is the author of a dozen books including (with Kerr Inkson) the bestselling Cultural Intelligence, Berrett-Koehler Publishers. His book Cross-Cultural Management: Essential Concepts (2008, Sage Publications) was the winner of the R. Wayne Pace Human Resource Development book of the year award for 2008. In addition, he has edited (with Peter B. Smith and Mark Peterson) The Handbook of Cross-Cultural Management Research from Sage Publications. His research on cross-cultural interactions in organizational settings has appeared in the leading journals in the field. He is currently serves on the editorial boards of the Journal of International Business Studies, the Journal of Organizational Behavior, and European Journal of Cross-Cultural Competence and Management.

Dr. Thomas’ academic postings have included positions at the Australian Graduate School of Management (AGSM), University of New South Wales, the Pennsylvania State University and The University of Auckland, New Zealand, where he was also Director of the Master of International Business Program. He has held visiting positions at Koç University, Istanbul, Turkey, The Chinese University of Hong Kong, the University of Hawaii, Massey University, New Zealand, and ESCEM, Tours, France. In addition to teaching at both undergraduate and postgraduate level, Dr Thomas has consulted on cultural diversity issues with numerous organizations. When not teaching or writing he can often be found scraping or varnishing or sometimes sailing his 1984 Hans Christian cutter, “Clovelly.”