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The SAGE Handbook of Contemporary Cross-Cultural Management

The SAGE Handbook of Contemporary Cross-Cultural Management

Edited by:

September 2020 | 600 pages | SAGE Publications Ltd

This Handbook presents a comprehensive and contemporary compendium of the field of cross-cultural management (CCM). In recognition of current trends regarding migration, political ethnocentrisms and increasing nationalism, the chapters in this volume not only cover the traditional domains of CCM such as expatriation, global (virtual) teamwork and leadership,  but also examine emerging topics such as bi/multi-culturalism, migration, religion and more, all considered from a global perspective. The result is a Handbook that acknowledges and builds on a variety of research traditions (from mainstream to critical), updates existing knowledge in relation to current challenges, and sets the direction for future research and developments, making this an invaluable resource for researchers in the field, and across related areas of international business, management, and intercultural relations.

Part 1: Multiple Research Paradigms for the Study of Culture

Part 2: Research Methods in Cross-Cultural Management

Part 3: Cross-Cultural Management and Intersecting Fields of Study

Part 4: Individuals and Teams in Cross-Cultural Management

Part 5: Global mobility and Cross-Cultural Management

Part 6: Developing Intercultural Competence

Betina Szkudlarek, Laurence Romani, Dan Caprar, & Joyce Osland
Introduction: Contemporary Shifts in Cross-Cultural Management
Nancy J. Adler & Zeynep Aycan
Setting the Stage - Cross-Cultural Interaction: Creating Success in the Twenty-First Century
Part 1: Multiple Research Paradigms for the Study of Culture
Sonja Sackmann
Chapter 1: Culture in Cross-Cultural Management: its Seminal Contributors from a Positivist Perspective
Martine Cardel Gertsen & Mette Zølner
Chapter 2: Interpretive Approaches to Culture
Laurence Romani, Mehdi Boussebaa, & Terence Jackson
Chapter 3: Critical Perspectives on Cross-Critical Management
Jasmin Mahadevan
Chapter 4: The Concept of Culture in CCM: Genealogical Considerations
Mark Mendenhall & Thomas Hippler
Chapter 5: On Paradigm Tolerance in Cross-Cultural Management Research
Part 2: Research Methods in Cross-Cultural Management
Yuan Liao
Chapter 6: Survey Methods in Cross-Cultural Management
Ronald Fischer & Johannes Alfons Karl
Chapter 7: Experimental Methods for Cross-Cultural Management
Fiona Moore & Jasmin Mahadevan
Chapter 8: Ethnography and Cross-Cultural Management
Laurence Romani, Jasmin Mahadevan, & Henriett Primecz
Chapter 9: Methods of Critical Cross-Cultural Management
Rebecca Piekkari, Catherine Welch, & Mette Zølner
Chapter 10: The Uneasy Relationship Between the Case Study and Cross-Cultural Management
Anne-Marie Søderberg
Chapter 11: Towards Greater Methodological Awareness and Researcher Reflexivity
Part 3: Cross-Cultural Management and Intersecting Fields of Study
Susanne Tietze & Rebecca Piekkari
Chapter 12: Languages and Cross-Cultural Management
Harun Emre Yildiz
Chapter 13: Cross-Cultural Issues in Knowledge Management: A Multi-Discourse Review
Hugh Scullion, Martin Mullholland, & Monica Zaharie
Chapter 14: Global Talent Management
Ilona Szocs & Christof Miska
Chapter 15: Ethics in the Context of Cross-Cultural Management
Tuomo Peltonen
Chapter 16: The Role of Religion in Cross-Cultural Management: Three Perspectives
Laurence Romani & Charlotte Holgersson
Chapter 17: Cross-Cultural and Diversity Management Intersecting in Global Diversity Management: Tensions and Opportunities
Janne Tienari
Chapter 18: Producing Knowledge on Cross-Cultural Management: Conditions, Connections, Consequences
Part 4: Individuals and Teams in Cross-Cultural Management
Mary Yoko Brannen
Chapter 19: Cross-Cultural Management & Cultural Identity: Past Perspectives and Present Prerequisites
Carlos J. Sanchez-Runde & Richard M. Steers
Chapter 20: Culture, Context, and Work Motivation
Mary M. Meares & Janet M. Bennett
Chapter 21: Cross-Cultural Management and Intercultural Communication
Markus Pudelko & Jiaxuan Liu
Chapter 22: The Role of Trust in Cross-Cultural Management
Mary Zellmer-Bruhn & Mary M. Maloney
Chapter 23: Cross-Cultural Teamwork
Ann Herd & Kevin Lowe
Chapter 24: Cross-Cultural Comparative Leadership Studies: A Critical Look to the Future
Joyce S. Osland, Rikke Kristine Nielsen, Mark M. Mendenhall, & Allan Bird
Chapter 25: The Birth of a New Field from CCM: Global Leadership
David C. Thomas
Chapter 26: Some Thoughts on Cross-Cultural Management Research
Part 5: Global Mobility and Cross-Cultural Management
Eun Su Lee, Duc Cuong Nguyen, & Betina Szkudlarek
Chapter 27: Global migration and cross-cultural management: Understanding the past, moving towards the future
Yvonne McNulty & Chris Brewster
Chapter 28: The Changing Context of Expatriation and its Impact on Cross-Cultural Management
Eren Akkan, B. Sebastian Reiche, & Mila B. Lazarova
Chapter 29: A 'Change' Perspective of Repatriation: Review and Research Recommendations
Priya A. Roy, Betina Szkudlarek, & Dan V. Caprar
Chapter 30: Refugees and Cross-Cultural Management Studies
Paula Caligiuri & Jaime Bonache
Chapter 31: The Nonlinear Relationships in Cross-Cultural Management and Global Mobility
Part 6: Developing Intercultural Competence
Snejina Michailova, Nigel Holden, & Smita Paul
Chapter 32: Conceptualizing Cross-Cultural Management Competence
Allan Bird, Gary Oddou & Michael Harris Bond
Chapter 33: Developing Intercultural Competency: With a Focus on Higher Education
Vasyl Taras, Yonghong Liu, Anju Mehta, Madelynn R.D. Stackhouse, & Maria Alejandra Gonzalez-Perez
Chapter 34: Cross-Cultural Training
Martha Maznevski
Chapter 35: Developing Intercultural Management Competences: The Next Frontier is Inward Bound

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