Building Cross-Cultural Competence: How to Create Wealth from Conflicting ValuesYale University Press, 2008 M10 1 - 400 páginas divdivCross-cultural competence is a skill that has become increasingly essential for the managers in multinational companies. For other business people, this kind of competence may spell the difference between surviving and perishing in the new global economy. This book focuses on the dilemmas of these managers and offers constructive advice on dealing with culture shock and turning it to business advantage. Opposing values can be understood as complementary and reconcilable, say Charles Hampden-Turner and Fons Trompenaars. A manager who concentrates on integrating rather than polarizing values will make much better business decisions. Furthermore, the authors show, wealth is actually created by reconciling values-in-conflict. Based on fourteen years of research involving nearly 50,000 managerial respondents and on the authors’ extensive experience in international business, the book compares American cultural values to those of more than forty other nations. It explores six culture-defining dimensions and their reverse images (universalism-particularism, individualism- /DIV/DIV |
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Página 44
... floor of the office a plume of black smoke on the horizon . “ Get down to the refinery in a car and report back to me . ” So Tim took the elevator to the parking garage in the basement . “ I need a car ! ” he cried breathlessly . RULES ...
... floor of the office a plume of black smoke on the horizon . “ Get down to the refinery in a car and report back to me . ” So Tim took the elevator to the parking garage in the basement . “ I need a car ! ” he cried breathlessly . RULES ...
Página 45
... floor eleva- tor . But the client had gotten stuck in the elevator , with his head and shoulders visible through the gate on the fourth floor and his legs and briefcase hanging around the third floor . One of the copywriters hap- pened ...
... floor eleva- tor . But the client had gotten stuck in the elevator , with his head and shoulders visible through the gate on the fourth floor and his legs and briefcase hanging around the third floor . One of the copywriters hap- pened ...
Página 64
... the stock rises or falls , it is possible to hedge most , but not all , risks . Computers on trading floors and offices were pro- grammed with the appropriate formulas, and the work of these. 64 - PARTICULARISM UNIVERSALISM —
... the stock rises or falls , it is possible to hedge most , but not all , risks . Computers on trading floors and offices were pro- grammed with the appropriate formulas, and the work of these. 64 - PARTICULARISM UNIVERSALISM —
Página 142
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Página 166
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Contenido
1 | |
13 | |
33 | |
68 | |
Stories and Cases | 98 |
The Dilemma | 123 |
Stories and Cases | 159 |
The Dilemma | 189 |
The Dilemma | 295 |
Stories and Cases | 320 |
Appendix 1 Dilemma Theory and Its Origins | 345 |
Appendix 2 Exercises in Reconciliation | 349 |
Old and New Questionnaires | 353 |
Appendix 4 The Space Between Dimensions | 359 |
Bibliography | 365 |
Filmography | 377 |
Otras ediciones - Ver todas
Building Cross-cultural Competence: How to Create Wealth from Conflicting Values Charles Hampden-Turner,Alfons Trompenaars Sin vista previa disponible - 2000 |
Building Cross-cultural Competence: How to Create Wealth from Conflicting Values Charles Hampden-Turner,Alfons Trompenaars,Fons Trompenaars Sin vista previa disponible - 2000 |
Términos y frases comunes
achieved status Akira Kurosawa alcohol American ascribed status Asian bottom right celebrate Chinese circles Communitarian Communitarian cultures compete competition complementors conflict contrast corporation create crucial customers dance depicted Derivative Dichotomies diffuse dilemma dimensions directedness direction East Asian economic Elliott Jaques employees environment Ethics example Figure film Fritz Roethlisberger Gondo Harvard Business School Hence human Ikea immigrants individual individualist industry inner inner-directed integrity Japan Japanese living Liza managers measure ment moral Motorola Muneo organization outer outer-directed particular particularist percent person problem rapport reconciled relationships responsibility Rick rules Scarlet Letter sequential Seventh Seal share Shohei Imamura Singapore skills social society South Korea specific story strategy success Sun Tzu synchronous tion top left top right ture typically United universal universalist values versus vicious wealth workers York