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The Handbook of Cross-Cultural Management Research
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The Handbook of Cross-Cultural Management Research


May 2008 | 592 pages | SAGE Publications, Inc
Renowned international experts Peter B. Smith, Mark F. Peterson, and David C. Thomas, editors of the The Handbook of Cross-Cultural Management, have drawn together scholars in the field of management from around the world to contribute vital information from their cross-national studies to this innovative, comprehensive tome. Chapters explore links between people and organizations, providing useful cultural perspectives on the most significant topics in the field of organizational behavior—such as motivation, human resource management, and leadership —and answering many of the field's most controversial methodological questions.


Key Features
  • Presents innovative perspectives on the cultural context of organizations: In addition to straightforward coverage of structures and processes, this Handbook addresses locally distinctive, indigenous views of organizational processes from around the world and considers the interplay of climate and wealth when analyzing how organizations operate.
  • Offers an integrated theoretical framework: At the start of each substantive section, the Editors provide context for the upcoming chapters by discussing how prevalent cultures in different parts of the world place emphasis on particular aspects of organizational processes and outcomes.
  • Boasts a global group of contributing scholars: This Handbook features contributing authors from around the world who represent an outstanding mix of respected, long-standing scholars in cross-cultural management as well as newer names already impacting the literature.
  • Provides an authoritative agenda for the future development of the field: All chapters conclude with a list of promising avenues for further research and a focus on issues that remain unresolved.


Intended Audience
This Handbook is an ideal resource for researchers, instructors, professionals, and graduate students in fields of business, management, and psychology.



Mark F. Peterson, Peter B. Smith, and David C. Thomas
Chapter 1: Introduction
The Essence of Culture: Systems of Values, Beliefs and Meanings

 
Links between People and Organizations

 
Organizational Structures and Processes

 
Managing a Multiple Nation Workforce

 
Mark F. Peterson and Robert E. Wood
Chapter 2: Cognitive Structures and Processes in Cross-Cultural Management
Motives and Motivation Processes

 
Personality Constructs

 
Cognitive Perspectives for Cross-Cultural Management Research

 
Conclusions From Cognitive Theory

 
Research Agenda

 
Mark F. Peterson and Peter B. Smith
Chapter 3: Social Structures and Processes in Cross-Cultural Management
Nations as Cultures

 
How is Culture Created, Maintained, and Disseminated?

 
Where Should Cultural Boundaries Be Drawn?

 
Individuals Within Social Structures: Roles, Rules, and Norms

 
Kwok Leung
Chapter 4: Methods and Measurements in Cross-Cultural Management
Methodological Challenges in Cross-Cultural Management Research

 
Cross-Cultural Equivalence

 
Design of Cross-Cultural Studies

 
Establishing Causality in Cross-Cultural Management Research

 
Methodological Issues in International Management Research

 
Emerging Methodological Issues in Cross-Cultural Management Research

 
Xu Huang
Chapter 5. Motivation and Job Satisfaction across Nations: How Much Do We Really Know?
The Theoretical Challenge to Universal Motivation Theories

 
Empirical Evidence of Cross-National Variability

 
In Defense of Universalist Motivation Theories

 
How Much Do We Really Know?

 
S. Arzu Wasti
Chapter 6: Organizational Commitment: Complication or Clarification
Dimensions of Organizational Commitment

 
Antecedents of Organizational Commitment

 
Outcomes of Organizational Commitment

 
Rene Schalk and Joseph Soeters
Chapter 7. Psychological Contracts around the Globe: Cultural Agreements and Disagreements
Introduction

 
Characteristics of Psychological Contracts

 
The World as One Culture and as Many

 
Aspects of Cross-Cultural Differences in Psychological Contracts

 
Conclusions and Suggestions for Future Research

 
Ronald Fischer
Chapter 8. Organizational Justice and Reward Allocation
Dimensions of Justice

 
Distributive Justice

 
Interpersonal Justice

 
Justice Perceptions

 
Areas for Future Development

 
Kerr Inkson and Svetlana Khapova
Chapter 9. International Careers
Introduction

 
The Special Nature of Careers in International Contexts

 
Contextual Influences on International Careers

 
Migration and International Careers

 
Two Types of International Career

 
Current Issues in International Careers

 
Larry Jiing-Lih Farh, Rick Hackett, and Zhi-Jun Chen
Chapter 10. Organizational Citizenship in the Global Context
National Culture

 
Criteria for Selecting Studies for Review

 
Review of the Literature

 
The Influence of National Culture on the Construct Domain of Organizational Citizenship Behaviour

 
The Influence of National Culture on Differences in Organizational Citizenship Behaviour

 
Moderating Effects of National Culture on Predictor- Organizational Citizenship Behaviour Relationships

 
Moderating Effects of National Culture on Organizational Citizenship Behaviour -Outcome Relationships

 
Future Research Direction

 
Mila Lazarova and Michelle Lowe
Chapter 11. Work and Family: Research in Cross-National and International Contexts
Expatriate Work/Family Research

 
Research across Different National Contexts

 
Comparative Work/Family Research

 
Conclusions and Directions for Future Research

 
David C. Thomas and Stacey R. Fitzsimmons
Chapter 12. Cross Cultural Skills and Abilities: From Communication Competence to Cultural Intelligence
Effective Intercultural Interactions

 
The Historical Basis for Studying Cross-Cultural Skills and Abilities

 
Models of Intercultural Effectiveness

 
A Typology of Cross-Cultural Skills and Abilities

 
Conclusion

 
Zeynep Aycan
Chapter 13. Cross-Cultural Approaches to Leadership
Theoretical Approaches to Leadership in Cultural Context

 
A Critical Review of Cross-Cultural Leadership Research

 
Culture as a Main Effect Influencing Leadership

 
Culture as a Moderator of the Relationship between Leadership and Outcomes

 
Culture as a Source of Meaning: The Case of Paternalistic Leadership

 
Ping Fing Fu and Jun Liu
Chapter 14. Cross-Cultural Influence Strategies and Power Sources
Introduction

 
The Existing Literature: A General Review

 
A New Approach

 
Conclusion

 
Nir Halevy and Lilach Sagiv
Chapter 15. Teams Within and Across Cultures
Multicultural Teams

 
The Cultural Group Approach

 
The Dynamic Constructivist Approach

 
Unresolved Issues and Opportunities for Research

 
Jeanne Brett adn Susan Crotty
Chapter 16. Culture and Negotiation
The Dimensional Approach to Studying Cultural Effects on Negotiations

 
The Cultural Group Approach

 
The Dynamic Constructivist Approach

 
Unresolved Issues and Opportunities for Research

 
Miriam Erez and Efrat Shokef
Chapter 17. The Culture of Global Organizations
The Nature of Multinational Enterprises

 
Culture as a Multi-Level Dynamic Construct

 
A Global Work Culture

 
An Empirical Examination of the Global Work Culture Value Typology

 
Summary and Discussion

 
Jon Lervik
Chapter 18. Knowledge Management and Knowledge Transfer in Multinational Enterprises: Cultural and Institutional Perspectives
Introduction

 
Cross-Cultural Perspectives

 
Neo-Institutionalism

 
Discussion and Conclusion

 
Peter B. Smith
Chapter 19. Indigenous Aspects of Management
Societal Systems of Capitalism

 
More Specific System Elements

 
Emic Approaches

 
Strengthening the Contribution from Indigenous Studies

 
Evert van de Vliert
Chapter 20. Climate, Wealth, and Organization
Climate and National Culture in Organizations

 
Climate-Wealth Foundation of Organization Construction

 
Climato-Economic Niches of Organizational Structures

 
Climato-Economic Niches of Organizational Strategies

 
Three Tentative Conclusions

 
Three Remaining Puzzles

 
Chris Brewster and Wolfgang Mayrhofer
Chapter 21. Comparative Human Resource Management Policies and Practices
Comparing HRM around the Globe

 
Explaining the Differences in Comparative HRM: Culture and Institutions

 
Evidence of Convergence?

 
Conclusions

 
Rosalie Tung and Arup Varma
Chapter 22. Expatriate Selection and Evaluation
Introduction

 
Expatriate Selection

 
Expatriate Evaluation

 
Discussion

 
Mustafa Özbilgin
Chapter 23. Global Diversity Management
Introduction

 
Historical Development of the Diversity Management Concept

 
Single-Nation Diversity Management Research

 
Global Diversity Management: From Practice to Theory

 
Discussion

 
Richard Brislin, Brent Macnab, and Farzana Nayani
Chapter 24. Cross-Cultural Training: Applications and Research
Goals of Cross-Cultural Training

 
The Need for Cross-Cultural Training

 
Historical Development of Cross-Cultural Training

 
Development of Cross-Cultural Training Methods

 
Types of CCT Programs

 
CCT Effectiveness

 
Recommendations for Future CCT Research

 
Final Thoughts, Practical Recommendations and Future Considerations

 
Davina Vora
Chapter 25. Managerial Roles in the International Context
Typologies of Managerial Roles

 
Role Theory and Boundary Spanning Theory

 
A Contingency Approach

 
Areas for Future Research

 
Günter K. Stahl
Chapter 26. Cultural Dynamics and Impact of Cultural Distance within Mergers and Acquisitions
Mark Peterson
Chapter 2:Cognitive Structures and Processes in Cross-Cultural Management
Cultural Variations in Mergers and Acquisitions

 
Beyond the Cultural Distance Paradigm: Research into the Performance Effects of Cultural Differences in Mergers and Acquisitions

 
Linking Cultural Differences to Integration Outcomes: Theoretical Perspectives on the Role of Culture in Mergers and Acquisitions

 
The Impact of Cultural Differences on Post-Merger Performance: An Integrative Model

 
Open Questions and Future Research Directions

 
Key features
  • Provides a comprehensive and up-to-date review of research into cross-cultural aspects of management.
  • Emphasizes review and evaluation of recent research.
  • Organized on a framework based on the manner in which prevalent cultures around the globe accentuate specific aspects of organizational process, with effects on local organizational outcomes.
  • Conceived and directed by editors who have been active researchers in the field of cross-cultural management for the past two decades.

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ISBN: 9781412940269
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