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Cross-Cultural Management
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Cross-Cultural Management
An Introduction

First Edition
January 2021 | 336 pages | SAGE Publications, Inc
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Cross-Cultural Management: An Introduction offers students a hands-on approach to cross-cultural management that they can apply to a wide variety of organizational contexts. Rather than focusing on specific countries, authors David C. Thomas and Kerr Inkson highlight the interactions of people from different cultures in organizational settings to provide students with practical applications of concepts in international management. Real-world examples and case studies help students understand and integrate differences between attitudes, values, beliefs, and assumptions so that they can thrive as managers. 


 
List of Tables and Figures
 
Preface
 
Acknowledgments
 
Chapter 1 • The International Manager
Learning Objectives

 
Opening Vignette: Ganbei and No Deal

 
Introduction

 
Globalization

 
The Contexts of International Management

 
 
Chapter 2 • Describing Culture
Learning Objectives

 
Opening Vignette: Participate, and That's an Order!

 
Introduction

 
Features of Culture

 
Defining Culture

 
Why Cultures Differ and Persist

 
Debates Surrounding the Concept of Culture

 
Culture and Social Groups

 
 
Chapter 3 • Comparing Cultures
Learning Objectives

 
Opening Vignette: What’s Your Social Credit Score?

 
Introduction

 
Kluckhohn and Strodtbeck Framework

 
Hofstede’s Study

 
Schwartz Value Survey

 
Trompenaars’s Dimensions

 
The GLOBE Study

 
Individualism and Collectivism

 
Social Axioms

 
Culture as a Source of Guidance

 
Cultural Distance

 
Limitations of Country Culture Research

 
Use of the Frameworks

 
 
Chapter 4 • How Culture Works
Learning Objectives

 
Opening Vignette: A Laid-Back Meeting

 
Introduction

 
Social Cognition

 
Cultural Schemas

 
Cultural Scripts and Norms

 
Selective Perception

 
Perceived Similarity and Attraction

 
Stereotypic Expectations

 
Differential Attributions

 
Cross-Cultural Interaction Model

 
Self-Schemas and Motivation

 
 
Chapter 5 • Cross-Cultural Decision Making
Learning Objectives

 
Opening Vignette: The Night Manager

 
Introduction

 
Rational Decision Making

 
Cultural Differences in the Optimization Model

 
Limits to Rationality

 
Decision Styles

 
Heuristics

 
Motivational Biases in Decision Making

 
Selection and Reward Allocation Decisions

 
Ethical Dilemmas in Decision Making

 
 
Chapter 6 • Communicating and Negotiating Across Cultures
Learning Objectives

 
Opening Vignette: You Must Do Better Next Year!

 
Introduction

 
Cross-Cultural Communication Process

 
Language

 
Communication Styles

 
Other Language Considerations

 
Other Language Considerations

 
Negotiation and Conflict Resolution Across Cultures

 
 
Chapter 7 • Motivation and Leadership Across Cultures
Learning Objectives

 
Opening Vignette: India Is Not Indiana

 
Introduction

 
Motivation Across Cultures

 
Motivation

 
Leadership

 
Western Leadership Theory

 
Servant Leadership

 
Non-Western Theories of Leadership

 
Integrated Cross-Cultural Model of Leadership

 
Conclusions About Leadership Across Cultures

 
 
Chapter 8 • Multicultural Work Groups and Teams
Learning Objectives

 
Opening Vignette: Multicultural Goal Scoring

 
Introduction

 
Work Groups

 
Work Group Effectiveness

 
The Influence of Culture on Work Groups

 
Culture’s Effects in Different Group Types and Tasks

 
Global Virtual Teams

 
Organizational Context and Culturally Diverse Work Groups

 
 
Chapter 9 • Culture and the Structure of International Organizations
Learning Objectives

 
Opening Vignette: A Marriage Made in Heaven

 
Introduction

 
Organizations

 
Organizational Design

 
Culture and Organizational Structure

 
Informal Organization

 
Organizing in Multinational Organizations

 
 
Chapter 10 • International Assignments
Learning Objectives

 
Opening Vignette: Kevin McDonald, Fly-In Trouble Shooter

 
Introduction

 
The Role of Expatriates

 
Individual Staffing Decisions

 
Definitions of Expatriate Success

 
Adjustment–Performance Relationship

 
Factors Affecting Expatriate Success

 
Repatriation

 
Outcomes of Foreign Assignments and Global Careers

 
 
Chapter 11 • Managing Across Cultures Into the Future
Learning Objectives

 
Opening Vignette: Bring on the Bots

 
Introduction

 
The Dynamic Environment of Business

 
The Adaptation of Organizations and People

 
The Development of International Managers

 
 
Post-Script: Cross-Cultural Management After COVID-19
How Much has the World Changed?

 
COVID-19 and Management

 
Responding to COVID-19: Cultural Effects

 
Conclusion: A Revised Future?

 
 
Glossary
 
Notes
 
Author Index
 
Subject Index
 
About the Authors

I included Cross-Cultural Management: An Introduction (First Edition) by David C. Thomas and J. H. “Kerr” Inkson in my reading list due to its clear and accessible approach to understanding the complexities of managing across cultures. This foundational text introduces key concepts and frameworks that are crucial for developing intercultural awareness and managerial effectiveness in diverse environments. Its practical focus, supported by illustrative examples, makes it an excellent resource for readers seeking to build a strong foundation in cross-cultural management, whether for academic purposes or professional growth in an increasingly globalised workplace.
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Miss Antonietta Balestra
Ashcroft Intl Bus Schl (Cambridge), Anglia Ruskin University
drupal

I included Cross-Cultural Management: An Introduction (First Edition) by David C. Thomas and J. H. “Kerr” Inkson in my reading list due to its clear and accessible approach to understanding the complexities of managing across cultures. This foundational text introduces key concepts and frameworks that are crucial for developing intercultural awareness and managerial effectiveness in diverse environments. Its practical focus, supported by illustrative examples, makes it an excellent resource for readers seeking to build a strong foundation in cross-cultural management, whether for academic purposes or professional growth in an increasingly globalised workplace.

Miss Antonietta Balestra
Ashcroft Intl Bus Schl (Cambridge), Anglia Ruskin University
January 16, 2025
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Key features
KEY FEATURES:
  • Learning objectives at the beginning of chapters identify what students should be able to accomplish after readings.
  • Chapter-opening vignettes present a brief case study that sets the tone of the chapter and shows the relevance of organizational behavior in the real world.
  • Mini case studies include real-life examples of how seasoned managers or companies practice cross-cultural management.   
  • Practical Implications for managers and students at the end of chapters offer advice for readers to prepare for different aspects of international management.
  • Chapter summaries and questions for discussion allow students to review and reflect on key content.
  • A running glossary defines key terms as students progress through chapters; terms are also listed with definitions at the conclusion of the chapters.