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Product Description
From the Back Cover
Managing Across Cultures
Susan C. Schneider and Jean-Louis Barsoux
As more and more companies have a global reach, managing cultural differences is increasingly a part of every job. This book demonstrates how culture affects management practice, from organizational structure to strategy and human resource management. Drawing upon evidence from the authors’ research, it encourages managers to reconsider, explore and transfer alternative practices across national boundaries. As well as providing an insight into other cultures, it will also provide readers with an increased awareness of their own culture.
In the second edition of this book, work has been developed on the impact of national culture on effective management and of utilizing differences to create competitive advantage. Using tools of observation, questioning and interpretation, the book challenges assumptions and encourages critical reflection on the influences of culture in business.
Key features:
- New and updated case studies and examples interspersed throughout
- Strong theoretical foundations are linked to highly practical application
- Expanded coverage of geographical perspectives and 'virtual teams'
- Improved design, layout and 'sign-posting' of content
Managing Across Cultures
will appeal both to managers and executives working in an international business environment, as well as to students on a growing number of MBA and other undergraduate, postgraduate and post-experience courses.
Susan C. Schneider is Professor of Human Resource Management at HEC University of Geneva, Switzerland, and Visiting Professor of Organisational Behaviour at INSEAD, France. As well as her research into cross-cultural and strategic management, she has actively assisted in the internationalization of many companies.
Jean-Louis Barsoux is Senior Research Fellow at INSEAD, France. He is the author of several books on culture and diversity in management, and has written for Harvard Business Review and the Financial Times.
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Customer Reviews
The three sections of the book are logically laid out. Part one gives necessary background on the meaning of Culture. First, it debunks a dangerous assumption: that business is business and cultures are converging, thus reducing the need for cultural sophistication on the part of a manager. They clearly demonstrate that Cultural differences are alive and well and have a significant impact on business. Then they go on to discuss different cultural dimensions and how countries differ from, or are similar to, each other along them.
In Part 2 of the book the authors demonstrate how Culture affects the organization, its strategy and human resource management practices. This is must reading for strategists and HR managers and anyone who wants to have a big picture understanding of the interaction of culture & business.
The final Part of the book focuses on the actual management of cultural differences. It was my favorite. Particularly, the chapters devoted to the 'international manager' and the 'multicultural team'. I have read extensively on the two topics and was very impressed by the depth and breadth of the discussion and the authors' ability to address all the relevant issues of two complex topics briefly and clearly. I found these chapters an extremely valuable overview of what we know on both topics.
The book ends with an overview of organization strategies for managing cultures differences: ignore, minimize, or utilize. The material in this chapter is equally applicable to global cultural differences and to domestic management of diversity. The authors wrap up the book with a coherent discussion of business ethics and social responsibility in a global-economy.
An excellent book. I recommend it highly to anyone doing international work today. (Which is practically everyone...)
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