Asia Pacific Journal of Human Resources

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Book review: F. Trompenaars and C. Hampden-Turner. 2004. Managing people across

cultures ISBN-10: 1 84112 472 9 (pbk); ISBN-13: 978 1841 12472 8 (pbk); 382 pages;
A$41.95; US$24.95; United Kingdom: Capstone Publishing Ltd
Nicola McNeil
Asia Pacific Journal of Human Resources 2007; 45; 374
DOI: 10.1177/1038411107082280.
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Asia Pacific Journal of Human Resources

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2007 45(3)

Book reviews

F. Trompenaars and C. Hampden-Turner. 2004.

Managing people across cultures
ISBN-10: 1 84112 472 9 (pbk); ISBN-13: 978 1841 12472 8 (pbk); 382 pages; A$41.95;
US$24.95; United Kingdom: Capstone Publishing Ltd.

Managing people across cultures offers entertaining and thoughtful insights into the
complexities of managing human endeavor in modern organisations. Today, there
is wide acceptance that effective management practices are achieved by the
successful integration of technical and human aspects of management. Drawing on
such ideas, the authors of this book argue that human resource management
(HRM) activities now pervade all facets of organisations, and as such, should be
considered the cornerstone of management practice. The ensuing chapters illustrate the ways in which HRM can support other elements of the organisation,
including corporate culture, strategy-making, leadership and team development,
in an increasingly global context. The authors also provide some practical suggestions to improve the management of diversity in organisations.
The book consists of 10 chapters. The first concerns the nexus between HRM
and organisational culture. It argues that the effectiveness of human resource tools
and practices depend, to some extent, on the prevailing corporate culture. The
authors define organisational culture and identify four types of culture and
consider the implications of each type for the efficacy of HRM practices. Chapter
2 focuses on the challenges of employee recruitment and selection. The authors
endorse the need for greater integration between recruitment, selection and assessment processes, and comment on the deficiencies of existing methods of selection.
Trompenaars and Hampden-Turner claim that existing selection practices do not
adequately predict leadership behaviours and suggest practical modifications to
existing instruments, such as the Myers-Briggs Type Indicator, to address such
deficiencies.
The next chapter addresses the relationship between strategy and HRM. The
chapter outlines contrasting views of strategy-making in organisations, and
discusses the role of HRM in shaping organisational goals, supporting their
attainment and measuring performance against standards. The authors also explore the challenges of managing goals in different cultural contexts, drawing on
empirical research and examples from companies that have achieved notable interAsia Pacific Journal of Human Resources. Published by SAGE Publications (Los Angeles, London, New Delhi and
Singapore; www.sagepublications.com) on behalf of the Australian Human Resources Institute. Copyright 2007
Australian Human Resources Institute. Volume 45(3): 387396. [1038-4111] DOI: 10.1177/1038411107082280.

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Book reviews

national success. Chapter 4 considers how human resource activities can support
problem-solving activities within teams. The authors argue that team roles and
dynamics must be understood in the context of prevailing organisational norms.
The positive impact of team diversity on performance is also examined, as is the
importance of teams in championing change within organisations.
Chapter 5 is entitled Building a learning organization: A challenge to HR.
The authors consider the role of HRM in developing and maintaining learning
organisations. The nature of knowledge generation and possible methods of
diffusing information throughout the organisation are discussed. Developing leadership across cultures is the focus of the subsequent chapter. The authors contend
that the characteristics of an ideal leader are becoming increasingly difficult to
codify, given the complexities of the business environment and increasing diversity
within organisations. The authors successfully highlight these intricacies by
presenting many real-life examples of successful leadership behaviours in different
contexts.
The following two chapters focus on the contribution of HRM to the identification and solution of organisational problems. Chapter 7 presents a method for
diagnosing dilemmas that involves asking employees to identify issues, with due
consideration given to personal differences and the prevailing culture of the organisation. The authors also discuss how to use web-based problem assessments.
Chapter 8 then presents a framework for resolving dilemmas, using two case
studies to exemplify the application of their recommended process.
Chapter 9 turns to the phenomenon of assessment centers which are widely
used by modern organisations. The authors caution against the use of these centers
without appropriate consideration for employee diversity and corporate culture.
The final chapter outlines ways of managing employee anxiety, particularly apprehension resulting from exposure to new cultures. Lastly, the book closes with an
appendix that offers an interesting and worthwhile simulation exercise spanning
the many cultural issues dealt with in the book.
Throughout this work the authors seek to show how the influence of HRM
in shaping organisational action is paramount. In conveying this argument, the
book has many strengths. It is written in an engaging and contemporary style that
will appeal to a wide audience, including academics, business professionals and
students. Also, the book makes its complex subject matter accessible to the reader,
illustrating ideas by the use of relevant empirical research, and small vignettes
drawn from practising human resource managers and from their own experiences
and research. This is supplemented by a suite of case studies, simulations, guidance notes and other exercises which further enhance the practicality of the book.
If the book has a weakness, it lies in the need for closer integration with the substantial body of academic literature that exists on cross-cultural HRM.
Overall, Managing people across cultures is a readable and thought-provoking
book, and is recommended to all with an interest in the management of human
resources in modern enterprises.
Nicola McNeil, La Trobe University, Melbourne, Australia

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