#x98;The#x9C; cultural dimension of global business

Now in its eighth edition, The Cultural Dimension of Global Business continues to provide an essential foundation for understanding the impact of culture on global business and global business on culture. The highly experienced authors demonstrate how the theory and insights of cultural anthropology can positively influence the conduct of global business, examining a range of issues that individuals and organizations face as they work globally and across cultures. The cross-cultural scenarios presented in each chapter allow students of business, management, and anthropology alike to explore cultural difference while gaining valuable practice in thinking through a variety of complex and thorny cultural issues. The fully updated eighth edition offers: • an expanded focus on organizational activities, with two new chapters that provide greater insight into organizational culture and change, and customer engagement; • fresh case study material with a range of examples drawn from around the world; • further resources via a companion website, including a fully updated Instructor’s Manual and new interactive quiz questions for students. Cover......Page 1 Half Title......Page 2 Title Page......Page 4 Copyright Page......Page 5 Table of Contents......Page 6 List of photos......Page 14 List of figures......Page 17 List of tables......Page 18 List of boxes......Page 19 Preface......Page 20 Acknowledgments......Page 24 Introduction: global connections......Page 26 The perspective of cultural anthropology......Page 28 Cultural anthropology and business......Page 31 Anthropology’s major concept: culture......Page 35 Culture is learned......Page 36 Culture influences biological processes......Page 37 Marriage and family systems......Page 39 Social control systems......Page 41 Cultural change......Page 42 People from all cultures are ethnocentric......Page 45 Cultures are integrated wholes......Page 46 Corporations also are cultures......Page 48 Cultural differences in business: challenges and opportunities......Page 50 Cross-cultural scenarios......Page 51 2 Lenses for understanding culture and cultural differences......Page 53 Contrasting values......Page 54 How individualism–collectivism plays out in individual-oriented cultures......Page 57 Implications for business within collectivist cultures......Page 59 The equality–hierarchy dimension......Page 61 How equality–hierarchy plays out in egalitarian cultures......Page 62 The change orientation dimension......Page 63 How orientations to change play out in change-embracing cultures......Page 67 Implications for business within change-fearing cultures......Page 68 Precise versus loose reckoning of time......Page 69 Sequential versus synchronized time......Page 71 Past, present, and future orientations......Page 72 The busyness factor......Page 74 How time orientation plays out in loose/P-time cultures......Page 75 How time orientation plays out in future-oriented cultures......Page 76 Context......Page 77 Metaphors......Page 80 Change......Page 83 Conclusion......Page 86 Cross-cultural scenarios......Page 87 3 Communicating across cultures: the nonverbal dimension......Page 89 The nature of nonverbal communication......Page 90 Types of nonverbal communication......Page 91 Potential pitfalls in studying nonverbal communication......Page 92 Business introductions......Page 93 Business card exchange......Page 94 Gift giving......Page 95 Body posture......Page 98 Gaze......Page 99 Hand gestures......Page 101 Facial expressions......Page 105 Dress......Page 107 Proxemics......Page 110 New technologies and visual media......Page 114 Conclusion......Page 117 Cross-cultural scenarios......Page 119 Defining language......Page 120 Cultural competence is essential too!......Page 121 Language skills enable relationship and partnership building......Page 123 Knowing more than one language improves contextual understanding......Page 124 Spoken languages worldwide......Page 126 “What do they speak there?”......Page 127 When the assumptions turn out wrong......Page 128 Learning from firsthand experience......Page 129 The influence of culture on language......Page 131 Culture and sports......Page 132 Culture and language preservation......Page 133 The influence of language on culture......Page 134 Individualism vs. group-centeredness......Page 135 Directness vs. indirectness......Page 136 Taking relationship specifics into account......Page 138 Translation issues can lead to miscommunication......Page 139 Additional complicating factors......Page 141 Slang......Page 142 Euphemisms......Page 143 Accents......Page 144 Humor......Page 145 Email......Page 147 Text messages......Page 148 Chat/VoIP......Page 149 Cross-cultural scenarios......Page 150 5 Negotiating across cultures......Page 152 The nature of cross-cultural negotiation......Page 154 Where to negotiate......Page 155 Avoid cultural cluelessness......Page 157 Concentrate on long-term relationships, not short-term contracts......Page 158 Focus on the interests behind the positions......Page 161 Avoid overreliance on cultural generalizations......Page 163 Be sensitive to timing......Page 164 Remain flexible......Page 165 Prepare carefully......Page 167 Learn to listen, not just speak......Page 168 Act ethically and with integrity......Page 171 The use of interpreters......Page 175 During the negotiations: communicating with your counterpart......Page 176 Cross-cultural scenarios......Page 177 Partnership basics......Page 179 Meetings as opportunities for collaboration......Page 180 Meetings and national-culture differences......Page 181 Meetings and organizational-culture differences......Page 183 Lessons drawn from meetings......Page 184 Decision making and organizational-culture differences......Page 186 Leadership driven at Opel......Page 188 Collaboration at GM do Brasil......Page 189 Lessons drawn from decision-making models......Page 190 Partnering with on-site work colleagues......Page 191 Distinctions between local and global partnerships......Page 195 Global virtual partnerships......Page 196 Start-upstage......Page 199 Partnership process outcomes......Page 200 Partnership product outcomes......Page 202 Lessons drawn from partnering relationships and problem solving......Page 205 Cross-cultural scenarios......Page 206 Definition of cultural transformation......Page 208 Developing and implementing a plan for change......Page 209 Comparing the plan with the stated cultural ideals......Page 211 Analyzing the reactions to change......Page 212 Critical attributes of planned cultural transformation......Page 213 Core idea......Page 214 Culture......Page 215 Centralizing concept......Page 216 Culture understood......Page 217 Multi-stage process models......Page 218 Summary......Page 219 Mechanisms of change......Page 220 Acculturation......Page 221 Similarities to an anthropological approach......Page 222 Crises often force change: a manufacturing case study......Page 225 Process and problem solving as core ideas......Page 226 Process......Page 228 Conclusion......Page 232 Cross-cultural scenarios......Page 234 Consumer or customer: what’s the difference?......Page 236 An anthropological approach to understanding consumers......Page 237 The gold star question......Page 238 Design district......Page 240 At home with consumers......Page 242 A holistic approach to consumer research......Page 243 Coffee with an anthropological twist......Page 244 Fine chocolate without the guilt......Page 245 Collaborative approaches......Page 247 A day in the life ... and a sportswear opportunity revealed......Page 248 A breath of fresh air ... brought inside......Page 249 Inspirational characters with compelling stories......Page 251 Know thy consumers’ culture......Page 252 Cross-cultural scenarios......Page 254 9 Global leadership......Page 256 Globally oriented firms......Page 257 Recruiting and hiring......Page 258 Global virtual teams......Page 259 Business trip......Page 260 Rotational assignments......Page 261 Long-term assignments......Page 262 Integrating the global at home......Page 263 Expatriate numbers......Page 264 Preferences in expatriate locations......Page 266 The value of an expatriate strategy......Page 267 Counterpoint: reducing the use of expatriates......Page 268 Competencies for global leaders......Page 269 Cultural minimization......Page 270 Other global leadership competencies......Page 271 Balancing contradictions......Page 272 Preeminence of the technical......Page 273 Motivation......Page 274 Personality......Page 275 Gender......Page 276 Family circumstances......Page 277 Cross-cultural scenarios......Page 278 Language training......Page 280 CCT effectiveness......Page 281 CCT content......Page 283 Definition......Page 285 Stressful impacts......Page 286 Phases......Page 288 Positive impacts......Page 289 A role for the corporation......Page 290 Building a knowledge base......Page 292 Accessing local networks......Page 293 Repatriation......Page 295 Reentry shock......Page 296 Back home at the office......Page 297 Global strategy reimagined......Page 298 Conclusion......Page 299 Cross-cultural scenarios......Page 300 Chapter 2......Page 302 Chapter 3......Page 303 Chapter 6......Page 304 Chapter 7......Page 305 Chapter 9......Page 306 Chapter 10......Page 307 The traditional anthropological approach......Page 308 Some country-specific sources......Page 309 The electronic library......Page 310 Human resources for culture-specific information......Page 311 Foreign trade offices......Page 312 Private-sector consultants and trainers......Page 313 In-country documentary resources......Page 314 In-country human resources......Page 315 Conclusion......Page 316 Glossary......Page 317 References......Page 327 Index......Page 345 Cover -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- List of photos -- List of figures -- List of tables -- List of boxes -- Preface -- Acknowledgments -- 1 Cultural anthropology and global business -- Introduction: global connections -- The perspective of cultural anthropology -- Cultural anthropology and business -- Anthropology's major concept: culture -- Culture is learned -- Culture influences biological processes -- Cultural universals do exist -- Economic systems -- Marriage and family systems -- Educational systems -- Social control systems -- Supernatural belief systems -- Cultural change -- People from all cultures are ethnocentric -- Cultures are integrated wholes -- Corporations also are cultures -- Cultural differences in business: challenges and opportunities -- Cross-cultural scenarios -- 2 Lenses for understanding culture and cultural differences -- Contrasting values -- The individual-collective dimension -- How individualism-collectivism plays out in individual-oriented cultures -- How individualism-collectivism plays out in collective-oriented cultures -- Implications for business within collectivist cultures -- The equality-hierarchy dimension -- How equality-hierarchy plays out in egalitarian cultures -- How equality-hierarchy plays out in hierarchical cultures -- Implications for business within hierarchical cultures -- The change orientation dimension -- How orientations to change play out in change-embracing cultures -- How orientations to change play out in change-fearing cultures -- Implications for business within change-fearing cultures -- The time orientation dimension -- Precise versus loose reckoning of time -- Sequential versus synchronized time -- Past, present, and future orientations -- The busyness factor -- How time orientation plays out in precise/M-time cultures "Global and World Art in the Practice of the University Museum provides new thinking on exhibitions of global art and world art in relation to university museums. Taking The Fowler Museum at UCLA, USA, as its central subject, this edited collection traces how university museum practices have expanded the understanding of the 'art object' in recent years. It is argued that the meaning of cultural objects infused with the heritage and identity of 'global culture' has been developed substantially through the innovative approaches of university scholars, museum curators, and administrators since the latter part of the twentieth century. Through exploring the ways in which university museums have overseen changes in the global context for art, this edited collection initiates a larger dialogue and inquiry into the value and contribution of the empirical model. The volume includes a full-colour photo essay by Marla C. Berns on the Fowler Museum's 'Fowler at Fifty' project, as well as contributions from Donald Preziosi, Catherine M. Cole, Lothar von Falkenhausen, Claire Farago, Selma Holo, and Gemma Rodrigues. It is important reading for professionals, scholars and advanced students alike."--Provided by publisher