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| Ïîèñê ïî óêàçàòåëÿì |
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| Jacob N. — Intercultural Management |
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| Ïðåäìåòíûé óêàçàòåëü |
Acer 161
Action consistency 116
Action planning 123–124
Adaptation 134
Adler, Gordon 227–228
Adler, Nancy 83
Advertising 141–144
Aeroflot 102
Afghanistan 180–187
Andersen Worldwide 174
Andersen, Marie 223–224
AOL 166–168 172–173
Argentina 84
Argos Europe 228
Arnett, Peter 174–175
Articulation 156
Ashbridge Management College 48
Attitudes 228–229
Attitudes to corporate culture 200–201
Attitudes to ethics 197–199
Bahrain 225–227
balanced scorecard 124–125
Bartlett C. 5 10 43 145
Bata Shoe Company 15
BDA China 166
BEA 161
Belgium 84 188–190 203
BMW 79 95 118–123 126 129 139
BMW, International Management Training Group 119–121
BMW, Thailand 119–121
BMW, “glocalization” 118–123
Boersma, Nienke 187–190
Boethius, Suzanne 208 218
Booz Allen 164–165
Booz Allen, Knowledge-On-Line (KOL) 164
Boston Scientific 96
British Petroleum (BP) 113–114 133 223
British Petroleum (BP), “multi-cultural action points” 113–114
British Telecom 197
business relationships 74–75 81–82
Business schools 68–69 199 222–223
Business strategy 135–136 see
Canada 84
Cheong, J.C. 3
China 12 84 219
China, advertising, and 143
China, Internet, and 165 167–168
Clinton, Bill 12
Coca-Cola 130–132
Collardi, Boris 26 29 31 32 33
Communication 8–9 19 53–85 see
Communication, cross-cultural 66–69 70–71
Communication, explicit 73
Communication, infrastrucuture 80
Communication, intercultural 72–80
Communication, knowledge 155–157
Communication, non-verbal 84–85
Communication, relationships 81–82
Competitiveness, influences on 136–137
conflict resolution 9 180–296
Conflict resolution, attitudes to corporate culture 200–201
Conflict resolution, attitudes to ethics 197–199
Conflict resolution, case studies 180–187 194–195
Conflict resolution, cultural conflict 201–206
Conflict resolution, management styles 201–203
Conflict resolution, neighbouring countries 187–190
Conflict resolution, strategy 199–200
Conflict resolution, techniques 191–193
Conflict resolution, Wills resolution 204–206
Conoco 218
Contextual competence 202
Contingency approach 39–40
Copernicus Project 26–33 36–38 43 164 222 see
Core values 8 82 85 86–117 224
Core values, cultural ties 98–102
Core values, integrationist perspective 115–116
Core values, intercultural management 96–98
Core values, McDonald’s 98–102
Core values, national cultures, and 107–114
Core values, Nestle 86–95
Corporate culture 93–94 107–108 112–113 122 128
Corporate strategy 7 118–149
Corporate strategy, advertising, and 141–144
Corporate strategy, case studies 118–123 130–132
Corporate strategy, core objectives 127
Corporate strategy, country manager, and 144–148
Corporate strategy, intercultural management 125–129
Corporate strategy, problems with global strategy 133–137
Corporate strategy, transnational aspects 123–125
Corporate strategy, transnational collaboration 129–130
Corporate strategy, transnational model 145–146 147–148
Counselling 215–216
Country manager 144–148
Cranfield School of Management 48–49
Credit Suisse 21–33 37–38 43–44 see
Credit Suisse, Global Private Banking Centre 26
Cross-Cultural Adaptability Inventory (CCAI) 209–212 223
Cross-cultural training 219
Cultural conflict 201–206
Cultural imperialism 18
Cultural integration 140 185–186
Cultural skills 13
Cultural synergy 83
Culture see also “Corporate culture”
Culture, differentiation by country 3 108–113
Culture, differentiation by society 73–74
Culture, ethnic 128
Culture, industry 128
Culture, knowledge management, and 179
Culture, neighbouring countries 190
Cusick, Mary 194–195
Customer-driven culture 138
databases 158 see
Daugman, John 162
DEKA Research 162
Delta Airways 140
Development agencies 194–196
Development agencies, cultural components 196
Diageo Corporation 176–179
Diageo Corporation, Change Management Team 176–179
Digital Corporation 49
Digital home entertainment products 169–171
Diversity 1–2
du Pont 218
e-Bay 166
e-mail 80 176 177
Electronic bulletin boards 174
Elespuru, Elizabeth 144–145 146–147
English 17 78 see
English, business schools 68–69
English, lingua franca 9 67–69
Environmental protection 91–92
Ethics 197–199
Ethnicity 1 13–14
Ethnorelativism 79
Europe, cultural aspects 48–50
Europe, Royal Dutch Shell 51–52
European Union 48
Expatriate management 207–234
Expatriate management, case study 207–219
Expatriate management, elements of 221–226
Expatriate management, family life 217–218
Expatriate management, organizational support 223–226
Expatriate management, pre-assignment orientation 222–223
Expatriate management, selection 221–222
Expatriates 220–221
Expatriates, gaining acceptance 230–234
Expatriates, returning home 229–230
Expatriates, women 226–227
External environment 197–198
| Fact-based decisions 138
Ferraro, G.P. 73–74
Finland 84
France 141–142
Franchising 130
GE Medical 175
Geertz, Clifford 82
Gender differences 2
General Electric 39
Geo-centrism 17 126–127
Germany 18 79 84
Germany, advertising, and 143
Ghoshal, S. 5 10 43 145
Global area division 41
Global brand positioning 139
Global functional division 42–43
Global managers 3–4 12 72 79 80 82 197 199–202 237
Global managers, contextual competence 202
Global managers, family life 217–218
Global managers, intercultural management skills 98
Global managers, language skills 75–76
Global product division 40–41
Global strategy 133–140
Global strategy, local adaptation 137–140
Globalization 196–197
Graig Ship Management 219–220
Groupthink 48
Gulf War 174
Hall Edward 73 74
Hayashi Ryozo 163
Hofstede Geert 3 12 46 107–112
Hofstede Geert, cultural map 111
Holonic network 37–38
HSBC 148
Human resource management 2–3 7–8
Hungary 84
IBM (International Business Machines) 41 108 146 164 203
IBM (International Business Machines), case study 150–159
IBM (International Business Machines), Global Services 168–169
IBM (International Business Machines), staff rewards and compensation 175
IBM (International Business Machines), Training Laboratory 150 154
IBM (International Business Machines), University Relations Team Worldwide 152
Immelt, Jeffrey 175
IMP Group Limited 102–106
Independent and Counselling Services Ltd (ICAS) 207–219
Independent and Counselling Services Ltd (ICAS), case studies 213–218
Independent and Counselling Services Ltd (ICAS), Employee Assistance Programme (EAP) 207–208
Independent and Counselling Services Ltd (ICAS), Expatriate Connections 208
India 8 11 12 17 130
India, advertising, and 144
Integrated network 42–43 see
Intercultural management 9–10
Intercultural management, activities 6–9
Intercultural management, communication, and 53–71
Intercultural management, conflict resolution 180–187
Intercultural management, definition 1–3
Intercultural management, distinctive features 11–14
Intercultural management, expatriate management 207–234
Intercultural management, historical development 3–6
Intercultural management, implementation issues 15–19
Intercultural management, implications for administrators 236
Intercultural management, implications for policy makers 235–236
Intercultural management, knowledge management 150–179
Intercultural management, objectives 14
Intercultural management, organizational structure, and 21–52
Intercultural management, strategy 118–149
Intercultural management, training 76–78
Intercultural relationships 81–82
International business 9–10
International Committee of the Red Cross (ICRC) 180–187
International development agencies see “Development agencies”
Internet 165–168 173
Intranet 164–169
Italy 84
Jaguar 78–79
Japan 134–135 163 224 233
Japan, advertising, and 142
Japan, cultural aspects 46–47 96–97
Japan, cultural conflict with United States 200–201
Japan, low-context society 73
Japan, management styles 203
Japan, Ministry of International Trade and Industry (MITI) 163
Japan, Royal Dutch Shell 50
Jensson, Dr Philippe 150 151 152 157 158
Jonishi, Asa 200
Kamen, Dean 162
Kellenberger, Jakob 180
Kentucky Fried Chicken 130 147
Knowledge articulation 157 158
knowledge management 8 150–179
Knowledge management, case study 150–159
Knowledge management, definition 159–162
Knowledge management, intranet 164–169
Knowledge management, leadership 176–179
Knowledge management, media, role of 171–173
Knowledge management, problems with ignoring 162–164
Knowledge management, transnational corporations 173–175
Knowledge workers 160
Korea 76 84
Kortright, John 231–234
Kyocera Corporation 200
LaFarge 147
Lai, Jimmy 171 172
Language 8–9 172 see
Language, training 78–79
leadership 2 7 203–206
Leadership, competencies 58–62
Leadership, European style 205
Leadership, knowledge management 176–179
Leadership, transformational 48
Learning organization 2 7 95
legend 167–168
Levine, Gerald 168
Lycos Asia 16
Malaysia 84
Management styles 16–17
Management styles, cultural conflict, and 201
Management styles, ethical basis/perspective 198–199
Management styles, European 76–77
Management styles, participative 16–17
Market sensing capabilities 138
MBA courses 68–69
McDonald’s 98–102 103 105 107 130
McDonald’s, core value 116
McDonald’s, training techniques 101
Media 171–173
Meeting Place 80
Mentoring 223–224
Mercedes-Benz 79 120 175
Mexico 231–234
Mitsui 224
Mobil Corporation 67
Monod, Jean-Michel 181 182 186
Moscow Aerostar 102–106
Murdoch, James 172
National Aeronautics and Space Organization (NASA) 112–113
National culture see “Culture”
Nationalism 17–18
Nestle 11 17 41 72 82 85 86–95 97 110 112 116 222 224
Nestle, Brazil 65
Nestle, case studies 53–71 86–95
Nestle, core values 88–89 116
Nestle, Corporate Business Principles 87 88
Nestle, Management and Leadership Principles 54 56–57 69 88 95
Nestle, New Zealand 57 60–65
Nestle, Nigeria 65
Nestle, Philippines 57 58–60
Nestle, selection of personnel 87–88
Nestle, Vietnam 89–92
Netherlands, The 84 188–190
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