Cambridge Handbook of Culture, Organizations, and Work | by Rabi S. Bhagat and Richard M. Steers (eds) | 2009 | ISBN: 9780521877428. Core Cultural Dimensions. Culture and Organization Design. Intercultural Training for the Global Workplace. Global Leadership Development Research
Cambridge Handbook of Culture, Organizations, and Work
by Rabi S. Bhagat and Richard M. Steers (eds)
2009 (560 pages)
ISBN:9780521877428
By reviewing, analyzing, and integrating available theory and research, this book offers the best information possible concerning the role of culture and cultural differences in organizational dynamics.
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Cambridge Handbook of Culture, Organizations, and Work
Preface
Part I – Cultural Foundations
Chapter 1 – The Culture Theory Jungle—Divergence and Convergence in Models of National Culture
Divergence in Models of National Culture
Kluckhohn and Strodtbeck
Hofstede
Hall
Trompenaars
Schwartz
GLOBE
Seeking Convergence in Models of National Culture
Core Cultural Dimensions: An Integrative Summary
Hierarchy-Equality
Individualism vs. Collectivism
Mastery vs. Harmony
Monochronism vs. Polychronism
Universalism–Particularism
Country Clusters and Core Cultural Dimensions
Directions for Future Research
References
Chapter 2 – Culture, Organizations, and Institutions—An Integrative Review
Research on Cultural Dimensions
Other Theoretical Frameworks in the Cultural Approach
Institutional Perspective on Global Management Research
Integrating the Institutional and Culture Perspectives
Conclusion
References
Chapter 3 – When Does Culture Matter?
Overview
Culture
The Nature of Culture as a Causal Variable
Dependent Variables: What Culture Affects
Perception: Do You See What I See?
Beliefs: What’s Related to What?
Values: What is Important?
Behavior: What will I Do?
Relationships Among Dependent Variables
Moderator Variables: When Culture Matters
Individual-Level Moderators
Group-Level Moderators
Situational Moderators
Discussion
Implications for Theory
Implications for Research
Implications for Practice
Conclusion
References
Part II – Culture and Organization Theory
Chapter 4 – Culture and Organization Design—Strategy, Structure, and Decision-Making
Overview
Rethinking the Managerial Role
Stakeholders and Strategic Choice
Organizing Frameworks
Participation and Decision-Making
A Future Research Agenda
References
Chapter 5 – Cross-Cultural Perspectives on International Mergers and Acquisitions
Overview
The Concept of Integration
Approaches to Understanding the Role of Culture in Mergers and Acquisitions
Impact of National Culture On Mergers and Acquisitions: Lessons from Project GLOBE
Linking Cultural Differences to Post-Merger Integration Outcomes: Theoretical Models and Perspectives
Implications for Future Research and Conclusions
References
Chapter 6 – Global Culture and Organizational Processes
Overview
Rethinking Globalization as an Institutional Process: From Economics to Culture, From Exchange to Transformation
The Cultures of Globalization
World Cultural Impact on Organizations and the Workplace
A Proposed Model of the Interrelationships Between Global Culture, Global Organizational Values, and the Individual’s Self-Regulation and Global Identity
Concluding Comments
References
Chapter 7 – Cultural Variations in the Creation, Diffusion and Transfer of Organizational Knowledge
Overview
Definitions
The Role of Cultural Variations
Individualism-Collectivism and Cross-Border Transfer of Organizational Knowledge
The Role of Other Cultural Variations
Other Factors Affecting Knowledge Management
Where Do We Go from Here?
References
Chapter 8 – Cultural Variations and the Morphology of Innovation
Overview
A Short History of Patient Classification Systems
Research Methods
A Different View of Innovation
Conclusions
References
Part III – Culture and Organizational Behavior
Chapter 9 – Understanding Leadership Across Cultures
Overview
Cross-Culturally Defining Leadership
Universality vs. Cultural Contingency
Identifying Cultural Contingencies
Questions About Masculinity/Femininity as a Dimension
Culture Clusters
Leadership Behaviors and Attributes
Implications for Leaders
Conclusions
References
Chapter 10 – Global Leadership—Progress and Challenges
Overview
The Global Leadership Construct
The Global Context
Two Process Models of Global Leadership
Global Leadership Research – Progress and Challenges
Global Leadership Development Research – Progress and Challenges
Conclusion
References
Chapter 11 – The Role of Cultural Elements in Virtual Teams
Overview
Conceptualizations and Operationalizations of Virtuality
Research Designs for Investigating Virtuality
The Role of Virtuality in Organizational Models
Consequences of Virtuality
Conclusions
References
Appendix: Articles Defining Culture as an Element of Virtuality
Chapter 12 – Cultural Drivers of Work Behavior—Personal Values, Motivation, and Job Attitudes
Overview
Culture, Beliefs, and Work Values
Culture and Work Motivation
Cultural Drivers of Work Behavior: a Managerial Perspective
Culture and Job Attitudes
Implications for Management
Conclusion and Future Research
References
Chapter 13 – Interdisciplinary Perspectives on Culture, Conflict, and Negotiation
Overview
Organizational Behavior/Psychology
Key Findings from Organizational Behavior/Psychology
Legal Anthropology
Comparative Law
Language and Disputing
Cognitive Anthropology
Experimental Economics
Primatology
Communication
International Relations
References
Chapter 14 – The Complexity of Trust—Cultural Environments, Trust, and Trust Development
Overview
Section 1: A Multidimensional Model of Trust
Determining the Nature of Trust
The Weighted Trust Expectations
The Psychological Stance of Trust
Outcomes and the Relationship Accounting Mechanism
Section II: Cultural Influences on the Trust Development Process
Conclusion
References
Chapter 15 – Cultural Variations in Work Stress and Coping in an Era of Globalization
Overview
Historical Perspective on International and Cross-Cultural Stress Research
Cultural Perspectives on Coping with Stress
Cross-Cultural Variations of the Stress Process: A Conceptual Model
Role of EAPs and Other Organizational Interventions
Implications for Future Research
References
Chapter 16 – Cultural Values and Women’s Work and Career Experiences
Overview
What Do the Numbers Show?
Cross-Cultural Research on Women in Management
Country Comparisons
Women Managers in Hong Kong and Britain
Think Manager – Think Male
Work Experiences, Work Outcomes, and Psychological Health
Career Priority Patterns Across Cultures
Supporting Women’s Career Advancement
National Culture and Women’s Work Experiences
Children’s Well-Being
References
Chapter 17 – Intercultural Training for the Global Workplace—Review, Synthesis, and Theoretical Explorations
Overview
Theory Building in Intercultural Training
A Theoretical Framework for the Development of Intercultural Training Programs
I Basic Processes of Intercultural Learning
II Self-Preservation (Keeping Security and Survival Issues in Mind)
III Socio-Political-Economic Framework
IV Cultural-Theoretical Framework: Four Defining Attributes of Individualism and Collectivism
Discussion
References
Part IV – Future Directions in Theory and Research
Chapter 18 – Improving Methodological Robustness in Cross-Cultural Organizational Research
Overview
Bias and Equivalence
Multilevel Issues in Organizational Research
Conclusion
References
Chapter 19 – Culture, Work, and Organizations—A Future Research Agenda
Overview
Cross-Cultural Studies in Historical Perspective
Future Research Directions
References
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