UNDERSTANDING CROSS-CULTURAL MANAGEMENT

Second Edition

Marie-Joelle Browaeys and Roger Price

Financial Times Prentice Hall is an imprint of

Harlow, England London New York Boston San Francisco Toronto Sydney Singapore Hong Kong Tokyo Seoul Taipei New Delhi Cape Town Madrid Mexico City Amsterdam Munich Paris Milan

Contents

Preface: Understanding cross-cultural management Acknowledgements Publisher's acknowledgements

XI

xv xvi

Part One CULTURE AND MANAGEMENT Introduction to Part One 1 Determinants of culture Learning outcomes Concept 1.1 Facets of culture Concept 1.2 Levels of cultures Conclusion Points for reflection Further reading References Activities * 9 9 13 18 18 19 19 20 23 23 25 35 40 41 41 42 43
46 46 46 58 65 65 66 66 67

2 Dimensions of culture in business Learning outcomes Concept 2.1 National cultural dimensions in the business context Concept 2.2 Cultural dimensions according to GLOBE Conclusion Points for reflection Further reading References Activities 3 Business cultures in the Western world Learning outcomes Concept 3.1 European cultures Concept 3.2 American and Australian cultures Conclusion Points for reflection Further reading References Activities

Contents

4 Business cultures in Asia, Africa and Middle East

Learning outcomes Concept 4.1 Asian cultures Concept 4.2 African and Middle East cultures Conclusion Points for reflection Further reading References Activities

74
74 74 86 93 93 93 93 95

5 Cultural dimensions and dilemmas

Learning outcomes Concept 5.1 Value orientations and dimensions Concept 5.2 Reconciling cultural dilemmas Conclusion Points for reflection Further reading References Activities

99
99 99 107 110 110 111 111 112

, _

6 Culture and styles of management

Learning outcomes Concept 6.1 Management tasks and cultural values Concept 6.2 Other views on values Conclusion Points for reflection Further reading References Activities Part One Final activity A1.1 Developing cross-cultural effectiveness I Part One Final activity A1.2 Galderma - a case study

114
114 114 126 128 128 129 129 131 134 140

P a r t Two C U L T U R E A N D O R G A N I Z A T I O N S Introduction to Part Two 7 Culture and corporate structures Learning outcomes Concept 7.1 Organizational structures Concept 7.2 Corporate cultures
VI

149 151 157 157 157 163

Contents

Conclusion Points for reflection Further reading References Activities

167 168 168 168 170

8 Culture and leadership

Learning outcomes Concept 8.1 Different conceptions of leadership Concept 8.2 Leadership in an international context Conclusion Points for reflection Further reading References Activities

174
174 174 182 188 188 189 189 190

9 Culture and corporate strategy

Learning outcomes Concept 9.1 Cultural view of strategy - Concept 9.2 Strategic alliances and business cultures Conclusion Points for reflection Further reading References Activities *

195
195 195 199 205 205 206 206 207

10 Cultural change in organizations

Learning outcomes' Concept 10.1 Organizational change as a cultural process Concept 10.2 Organizational change in a global environment Conclusion Points for reflection Further reading References Activities '

212
212 212 219 224 224 224 225 226

11 Culture and international marketing management

Learning outcomes Concept 11.1 Marketing in a cross-cultural environment Concept 11.2 Marketing communication across cultures Conclusion Points for reflection Further reading References Activities

229
229 229 235 242 242 243 243 244

vii

Contents

12 Cultural diversity in organizations Learning outcomes Concept 12.1 Managing diversity in a global environment Concept 12.2 Diversity and transcultural competence in organizations Conclusion Points for reflection Further reading References Activities Part Two Final activity A2.1 Making cultural profiles of brands Part Two Final activity A2.2 Creating chemistry - a case study

247 247 248 250 253 253 254 254 256 265 269

Part Three CULTURE A N D COMMUNICATION Introduction to Part Three 13, Business communication across cultures Learning outcomes Concept 13.1 Communicating in and between cultures Conclusion , Points for reflection Further reading References Activities 14 Barriers to intercultural communication Learning outcomes Concept 14.1 Barriers in cross-cultural management communication Conclusion Points for reflection Further reading References Activities 15 Negotiating internationally Learning outcomes Concept 15.1 Approaches to negotiating in an international context Conclusion Points for reflection Further reading References Activities
VIII

273 < 275 281 281 281 293 294 294 294 295 298 298 298 311 311 311 311 313 316 316 316 326 326 326 327 328

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16 Working with international teams Learning outcomes Concept 16.1 Groups processes during international encounters Conclusion Points for reflection Further reading References Activities 17 Conflicts and cultural differences Learning outcomes Concept 17.1 Understanding and dealing with conflicts Conclusion Points for reflection Further reading References Activities 18 Developing intercultural communicative competence ' Learning outcomes Concept 18.1 Becoming a competent intercultural communicator Conclusion Points for reflection Further reading References Activities

330 330 330 340 340 341 341 342 346 346 346 358 359 359 359 361 364 364 364 375 375 376 376 378 384 388 397

Part Three Final activity A3.1 Simulation: negotiating internationally Part Three Final activity A3.2 Vechtel - a case study Index