3. Some Personal Thoughts on the Implications and Consequences of 1992 in the Ε. E. C.

Chapters in this book

1. i-iv i
2. Contents v
3. General Introduction 1
4. Part One. Relating Societal Culture and Management
5. A. Introduction 19
6. Β. Some General Issues
7. 1. Do Cultures Vary? 23
8. 2. Time is the Essence 47
9. 3. Cross-national Organizational Research: The Grasp of the Blind Men 51
10. 4. The Onslaught on Social, Cultural and Organizational Consequences by Technological Innovation 70
11. C. Some General Effects
12. 1. Cultural Differences in Attitudes and Values 87
13. 2. Thinking Internationally: A Comparison of How International Executives Learn 94
14. 3. Negotiators Abroad – Don't Shoot from the Hip 103
15. Part Two. Culture and Management in Particular Societies
16. A. Introduction 119
17. Β. U.S.A. and Western Europe
18. 1. Cultural Differences in Organizational Behaviour 125
19. 2. Body Ritual Among the Nacirema 134
20. 3. How to do Business with a Frenchman 139
21. C. U.S.S.R. and Eastern Europe
22. 1. Emerging East-West Ventures: The Transideological Enterprise 143
23. 2. Understanding the Cultural Environment: U. S.-U. S. S. R. Trade Negotiations 160
24. 3. Back-Drop to the Evolution of Management in Socialist Countries 174
25. 4. Eastern Europe after Perestroika and Glasnost: The Cases of the U.S.S.R. and Hungary 176
26. D. South-east Asia
27. 1. Human Resource Management in Asia: The Way Through Recession 203
28. 2. Market Research in a Non-Western Context: The Asian Example 210
29. 3. Cultural Effects on the Marketing Process in South-east Asia 217
30. 4. Cultural Consequences for Organization Change in a South-east Asian State: Brunei 233
31. Ε. China
32. 1. The Psychology of Chinese Organizational Behaviour 243
33. 2. Symbolism in Cross-Cultural Trade: Making Chinese Symbols Work For You 271
34. 3. Culture and the Problems of Chinese Management 279
35. 4. The China Trade: Making the Deal Work 301
36. 5. Human Resource Practices in the People's Republic of China 310
37. F. Japan
38. 1. Abacus and Formula Thinking 325
39. 2. Does Japanese Management Style Have a Message for American Managers? 335
40. 3. Management in Japan – What Can, and Cannot, be Copied in the West 354
41. 4. Cultural Differences at Work: Japanese and American Managers 359
42. Part Three. Culture and Management in Contrasting Societies
43. A. Introduction 369
44. Β. Contrasting Cultures – National and Organizational
45. 1. The Methuselahs in Action 373
46. 2. The Managerial Structure of a Nationally Mixed Organization in Japan: A Sociometric Case Study 395
47. 3. The Clark-Volvo Joint Venture 406
48. 4. Entrepreneurs: A Balanced View of their Role in Innovation and Growth 408
49. C. Contrasts in Management
50. 1. Organizational Context and Structure in Various Cultures 425
51. 2. A Multinational Study of Decision-Making: The Relation Between Competence and Participation 436
52. 3. Management Control in France, Great Britain, and Germany 445
53. 4. Organizational and Managerial Roles in British and West German Companies: An Examination of the Culture-free Thesis 455
54. D. Managing across Cultures
55. 1. The Methuselah Criterion: How to Thrive and Survive in Business 479
56. 2. The Cross-Cultural Puzzle of International Human Resource Management 490
57. 3. Negotiating with Foreigners 501
58. Ε. The Multinational Corporations
59. 1. The Impact of the Multinational Corporations 537
60. 2. The Training of Multinational Managers 540
61. 3. Some Personal Thoughts on the Implications and Consequences of 1992 in the Ε. E. C. 558
62. Indexes
63. Name Index 563
64. Subject Index 569
65. Communities Index 576
66. 589-590 589