Managing Globally: Understanding Cultural Differences and International Business Models
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Managing Globally: Understanding Cultural Differences and International Business Models
- 1. Managing in a Global Environment Chapter 4
- 7. Exhibit 4–1 Key Information About Three Global Attitudes
- 10. Exhibit 4–3 European Union Countries
- 12. Exhibit 4–4 ASEAN Members Source: Based on J. McClenahen and T. Clark, “ASEAN at Work,” IW . May 19, 1997, p. 42.
- 16. Exhibit 4–5 How Organizations Go Global
- 21. Exhibit 4–6 What Are Americans Like Americans are very informal. Americans are direct . Americans are competitive. Americans are achievers. Americans are independent and individualistic. Americans are questioners. Americans dislike silence. Americans value punctuality. Americans value cleanliness. Sources: Based on M. Ernest (ed.), Predeparture Orientation Handbook: For Foreign Students and Scholars Planning to Study in the United States (Washington, DC: U.S. Information Agency, Bureau of Cultural Affairs, 1984), pp. 103–05; A. Bennett, “American Culture Is Often a Puzzle for Foreign Managers in the U.S.,” Wall Street Journal , February 12, 1986, p. 29; “Don’t Think Our Way’s the Only Way,” The Pryor Report , February 1988, p. 9; and B.J. Wattenberg, “The Attitudes behind American Exceptionalism,” U.S. News & World Report , August 7, 1989, p. 25.
- 22. Hofstede’s Framework for Assessing Cultures Individualism versus Collectivism Power Distance Uncertainty Avoidance Achievement versus Nurturing Long-Term versus Short-Term Orientation Culture
- 23. Exhibit 4–7 Examples of Hofstede’s Cultural Dimensions Source: Based on G. Hofstede, “Motivation, Leadership, and Organization: Do American Theories Apply Abroad?” Organizational Dynamics , Summer 1980, pp. 42–63.
- 24. Exhibit 4–8 GLOBE Highlights Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: Lessons from Project GLOBE,” Organizational Dynamics , Spring 2001, pp. 289–305. Copyright © 2001. Reprinted with permission from Elsevier.