This book will stimulate readers to cross borders: between theory and practice, between research and everyday therapy, between out-patient and in-patient psychotherapy, between the view of ones own, the known and the culturally foreign. Yet it is only with an awareness of these borders, an acknowledgement and respect of them, that it will be possible to proceed towards integrating differences, where this makes sense and appears necessary.
This book will stimulate readers to cross borders: between theory and practice, between research and everyday therapy, between out-patient and in-patient psychotherapy, between the view of ones own, the known and the culturally foreign. Yet it is only with an awareness of these borders, an acknowledgement and respect of them, that it will be possible to proceed towards integrating differences, where this makes sense and appears necessary.
Cross-Cultural Management: Essential Concepts, Fourth Edition introduces readers to the fundamentals of cross-cultural management by exploring the influence of culture on interpersonal interactions in organizational settings and examining the ever-increasing number of cross-cultural management challenges that global managers face in today’s workplace. Instead of taking a country specific approach, authors David C. Thomas and Mark F. Peterson offer a predominantly psychological perspective—focusing on the interactions of people from different cultures in organizational settings. This approach shows readers the effects culture has on a wide variety of cross-cultural interactions across organizational contexts.
New Tools for Succeeding Globally Why do so many global strategies fail--despite companies' powerful brands and other border-crossing advantages? Because a one-size-fits-all strategy no longer stands a chance. When firms believe in the illusions of a "flat" world and the death of distance, they charge across borders as if the globe were one seamless marketplace. But cross-border differences are larger than we assume. Most economic activity--including trade, real and financial investment, tourism, and communication--happens locally, not internationally. In this "semiglobalized" approach, companies can cross borders more profitably by basing their strategies on the geopolitical differences that matter; they must identify the barriers their strategies will have to overcome, and they must build bridges to cross those barriers. Based on rigorous research, Pankaj Ghemawat shows how to create successful strategies and provides practical management tools so you can: Assess the cultural, administrative, geographic, and economic differences between regions at the industry level--and decide which ones require attention Track the implications of the specific border-crossing actions that will impact your company's ability to create value the most Generate superior performance through strategies that are optimized for the three A's: adaptation (adjusting to differences), aggregation (overcoming differences), and arbitrage (exploiting differences) Using in-depth examples, Ghemawat reveals how companies such as Cemex, Toyota, Procter & Gamble, Tata Consultancy Services, IBM, and GE Healthcare are adroitly managing cross-border differences. He also shares examples of other well-known companies that have failed at this challenge. Crucial for any business competing across borders, Redefining Global Strategy will help you make the most of our semiglobalized world.
This edition of OECD's periodic survey of the Euro Area economy finds a slowing economy, receding inflationary pressures and financial market turmoil The survey focuses of key challenges being faced including financial market stability, fiscal ...
With stagnated demand in many home economies, the need to internationalize and exploit foreign market opportunities has never been more paramount for businesses to succeed at a global level. However, this process raises a number of questions, such as: can firms use their knowledge of one market in the next? Can firms pursue internationalization on several fronts at the same time? How should firms handle cultural and institutional differences between markets? This textbook provides students with the core research in international business and strategy, including organization, efficiency, external relationships and the challenges found in an increasingly multicultural world. Each part begins with a presentation of the issues and controversies faced in that particular area, followed by a synthesis of the research which provides avenues for future research. To facilitate and encourage further debate and learning, each part also includes at least one original case study. Compiled by two of the World's leading scholars of international business, and supplemented with critical commentaries and a range of integrative case studies, this comprehensive textbook provides advanced students of international business and strategy with a resource that will be invaluable in their studies and beyond.
This book comprehensively analyzes the impact of continuing European integration on industrial relations institutions and outcomes. It organizes an immensely rich body of theoretical and empirical material to sustain its core argument that the governance of industrial relations is increasingly multi-level. Cross-national influences are shown to mix with national ones and involve the European sector and company, as well as Community, levels. Competing tendencies towards 'Europeanization', 'Americanization' and 'Re-nationalization' are identified. The approach is multi-disciplinary and truly cross-national. It deals with both the theory and practice of industrial relations in contemporary Europe.
