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Readings and Cases in International Management
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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 Cafe 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 - Gunter K. Stahl and Mark E. Mendenhall

About the Author

David C. Thomas (PhD, University of South Carolina) is currently the Beedie Professor of International Management at Simon Fraser University, Vancouver, Canada. He is the author of ten books, including most recently The Multicultural Mind: Unleashing the Hidden Force for Innovation in Your Organization (Berrett-Kohler Publishers). He has also authored Essentials of International Human Resource Management: Managing People Globally from SAGE Publications (with Mila B. Lazarova) and the best selling Cultural Intelligence: People Skills for Global Business, published by Berrett-Koehler Publishers (with Kerr Inkson). With Peter B. Smith and Mark F. Peterson he published the Handbook of Cross-Cultural Management Research from SAGE Publications. His research on cross-cultural interactions in organizational settings has appeared in numerous journals. He is a past Area Editor for the Journal of International Business Studies and currently serves on the editorial boards of the Journal of Organizational Behavior, Advances in Global Leadership and European Journal of Cross-Cultural Competence and Management. His previous academic postings have included positions at the Pennsylvania State University, the University of Auckland, New Zealand, where he was also Director of the Master of International Business Program, and The Australian Graduate School of Management (AGSM) Sydney, Australia. He has held visiting positions at the Chinese University of Hong Kong, the University of Hawaii, Massey University, New Zealand, ESCEM, Tours, France, and Koc University, Istanbul, Turkey. In addition to teaching at both the undergraduate and the postgraduate level, Dr. Thomas has developed executive education programs in Australia, New Zealand, Canada, and the United States and has served as a consultant to numerous multinational firms and government agencies. When not writing or teaching he can most likely be found scraping or varnishing or sometimes sailing his 1984 Hans Christian cutter, "Clovelly".

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