Table of Contents

Chapter 1: Introduction - Mark F. Peterson, Peter B. Smith, and David C. Thomas
The Essence of Culture: Systems of Values, Beliefs and Meanings
Links between People and Organizations
Organizational Structures and Processes
Managing a Multiple Nation Workforce
Chapter 2: Cognitive Structures and Processes in Cross-Cultural Management - Mark F. Peterson and Robert E. Wood
Motives and Motivation Processes
Personality Constructs
Cognitive Perspectives for Cross-Cultural Management Research
Conclusions From Cognitive Theory
Research Agenda
Chapter 3: Social Structures and Processes in Cross-Cultural Management - Mark F. Peterson and Peter B. Smith
Nations as Cultures
How is Culture Created, Maintained, and Disseminated?
Where Should Cultural Boundaries Be Drawn?
Individuals Within Social Structures: Roles, Rules, and Norms
Chapter 4: Methods and Measurements in Cross-Cultural Management - Kwok Leung
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
Chapter 5. Motivation and Job Satisfaction across Nations: How Much Do We Really Know? - Xu Huang
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?
Chapter 6: Organizational Commitment: Complication or Clarification - S. Arzu Wasti
Dimensions of Organizational Commitment
Antecedents of Organizational Commitment
Outcomes of Organizational Commitment
Chapter 7. Psychological Contracts around the Globe: Cultural Agreements and Disagreements - Rene Schalk and Joseph Soeters
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
Chapter 8. Organizational Justice and Reward Allocation - Ronald Fischer
Dimensions of Justice
Distributive Justice
Interpersonal Justice
Justice Perceptions
Areas for Future Development
Chapter 9. International Careers - Kerr Inkson and Svetlana Khapova
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
Chapter 10. Organizational Citizenship in the Global Context - Larry Jiing-Lih Farh, Rick Hackett, and Zhi-Jun Chen
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
Chapter 11. Work and Family: Research in Cross-National and International Contexts - Mila Lazarova and Michelle Lowe
Expatriate Work/Family Research
Research across Different National Contexts
Comparative Work/Family Research
Conclusions and Directions for Future Research
Chapter 12. Cross Cultural Skills and Abilities: From Communication Competence to Cultural Intelligence - David C. Thomas and Stacey R. Fitzsimmons
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
Chapter 13. Cross-Cultural Approaches to Leadership - Zeynep Aycan
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
Chapter 14. Cross-Cultural Influence Strategies and Power Sources - Ping Fing Fu and Jun Liu
Introduction
The Existing Literature: A General Review
A New Approach
Conclusion
Chapter 15. Teams Within and Across Cultures - Nir Halevy and Lilach Sagiv
Multicultural Teams
The Cultural Group Approach
The Dynamic Constructivist Approach
Unresolved Issues and Opportunities for Research
Chapter 16. Culture and Negotiation - Jeanne Brett adn Susan Crotty
The Dimensional Approach to Studying Cultural Effects on Negotiations
The Cultural Group Approach
The Dynamic Constructivist Approach
Unresolved Issues and Opportunities for Research
Chapter 17. The Culture of Global Organizations - Miriam Erez and Efrat Shokef
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
Chapter 18. Knowledge Management and Knowledge Transfer in Multinational Enterprises: Cultural and Institutional Perspectives - Jon Lervik
Introduction
Cross-Cultural Perspectives
Neo-Institutionalism
Discussion and Conclusion
Chapter 19. Indigenous Aspects of Management - Peter B. Smith
Societal Systems of Capitalism
More Specific System Elements
Emic Approaches
Strengthening the Contribution from Indigenous Studies
Chapter 20. Climate, Wealth, and Organization - Evert van de Vliert
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
Chapter 21. Comparative Human Resource Management Policies and Practices - Chris Brewster and Wolfgang Mayrhofer
Comparing HRM around the Globe
Explaining the Differences in Comparative HRM: Culture and Institutions
Evidence of Convergence?
Conclusions
Chapter 22. Expatriate Selection and Evaluation - Rosalie Tung and Arup Varma
Introduction
Expatriate Selection
Expatriate Evaluation
Discussion
Chapter 23. Global Diversity Management - Mustafa Özbilgin
Introduction
Historical Development of the Diversity Management Concept
Single-Nation Diversity Management Research
Global Diversity Management: From Practice to Theory
Discussion
Chapter 24. Cross-Cultural Training: Applications and Research - Richard Brislin, Brent Macnab, and Farzana Nayani
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
Chapter 25. Managerial Roles in the International Context - Davina Vora
Typologies of Managerial Roles
Role Theory and Boundary Spanning Theory
A Contingency Approach
Areas for Future Research
Chapter 26. Cultural Dynamics and Impact of Cultural Distance within Mergers and Acquisitions - Günter K. Stahl
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

About the Author

PETER K SMITH is Emeritus Professor of Psychology at Goldsmiths College, University of London, U.K.  He has a first degree from University of Oxford, and a PhD from University of Sheffield.  His main area of research is on school bullying. He is currently particularly interested in country differences and cross-cultural comparisons. He has also carried out research on children’s play; and on the role of grandparents in children’s development.  He has been involved in bullying research for 30 years. In the UK he helped produce the national anti-bullying pack Don’t Suffer in Silence (1994, 2nd edition 2000).  He chaired COST Action IS0801 on Cyberbullying (2008-2012). He chaired an Indian-European Research Networking Programme on Bullying, Cyberbullying, and Pupil Safety and Well-Being (2012-2015).  He is currently on the Management Committee of COST Action CA18115, Transnational Collaboration on Bullying, Migration and Integration at School Level.  In 2015 he was awarded the William Thierry Preyer award for Excellence in Research on Human Development, by the European Society for Developmental Psychology, and in 2018 the Student Wellbeing and Prevention of Violence (SWAPv) Award, from Flinders University, Australia. In December 2018 he received an Honorary Doctorate from the University of Vienna.

Mark F. Peterson (PhD, University of Michigan) holds the Hofstede Chair in Cultural Diversity at Maastricht University. He has published over 120 articles and chapters, and several books. The articles have appeared in major management and international management journals such as Administrative Science Quarterly, the Academy of Management Journal, the Journal of International Business Studies, the Journal of Organizational Behavior, Leadership Quarterly, Human Relations, Management International Review, Organization Studies, and Organization Science. He has also contributed international management themes to the basic social science literature through chapters in the Annual Review of Psychology, the Communication Yearbook, the Handbook of Industrial and Organizational Psychology, and Research in the Sociology of Organizations. He is an Associate Editor for the Journal of Organizational Behavior and an Area Editor for the Journal of International Business Studies.

His previous positions have been at Wayne State University, the University of Miami, Texas Tech University, and Florida Atlantic University. He has had visiting positions supported by Fulbright Fellowships to Osaka University and McMaster University, and he held the John R. Galvin Chair at the Fletcher School of Law and Diplomacy at Tufts University. He has also had visiting positions at the University of Pennsylvania and Aarhus University. Along with Mikael Soendergaard, Geert Hofstede, Michael Minkov, Gert Jan Hofstede, and others, he teaches an annual summer Ph.D. master class in cross cultural management at various locations in Europe. When at his home in Homestead, Florida, he spends his weekends tending to a collection of orchids and making orchid hybrids.
David C Thomas (PhD University of South Carolina) is a Professor in the Gustavson School of Business, University of Victoria and Professor Emeritus of International Management at Simon Fraser University, Canada. He is the author of a dozen books including (with Kerr Inkson) the bestselling Cultural Intelligence, Berrett-Koehler Publishers. His book Cross-Cultural Management: Essential Concepts (2008, Sage Publications) was the winner of the R. Wayne Pace Human Resource Development book of the year award for 2008. In addition, he has edited (with Peter B. Smith and Mark Peterson) The Handbook of Cross-Cultural Management Research from Sage Publications. His research on cross-cultural interactions in organizational settings has appeared in the leading journals in the field. He is currently serves on the editorial boards of the Journal of International Business Studies, the Journal of Organizational Behavior, and European Journal of Cross-Cultural Competence and Management.

Dr. Thomas’ academic postings have included positions at the Australian Graduate School of Management (AGSM), University of New South Wales, the Pennsylvania State University and The University of Auckland, New Zealand, where he was also Director of the Master of International Business Program. He has held visiting positions at Koç University, Istanbul, Turkey, The Chinese University of Hong Kong, the University of Hawaii, Massey University, New Zealand, and ESCEM, Tours, France. In addition to teaching at both undergraduate and postgraduate level, Dr Thomas has consulted on cultural diversity issues with numerous organizations. When not teaching or writing he can often be found scraping or varnishing or sometimes sailing his 1984 Hans Christian cutter, “Clovelly.”