i-iv -- Contents -- General Introduction -- Part One. Relating Societal Culture and Management -- A. Introduction -- Β. Some General Issues -- 1. Do Cultures Vary? -- 2. Time is the Essence -- 3. Cross-national Organizational Research: The Grasp of the Blind Men -- 4. The Onslaught on Social, Cultural and Organizational Consequences by Technological Innovation -- C. Some General Effects -- 1. Cultural Differences in Attitudes and Values -- 2. Thinking Internationally: A Comparison of How International Executives Learn -- 3. Negotiators Abroad – Don't Shoot from the Hip -- Part Two. Culture and Management in Particular Societies -- A. Introduction -- Β. U.S.A. and Western Europe -- 1. Cultural Differences in Organizational Behaviour -- 2. Body Ritual Among the Nacirema -- 3. How to do Business with a Frenchman -- C. U.S.S.R. and Eastern Europe -- 1. Emerging East-West Ventures: The Transideological Enterprise -- 2. Understanding the Cultural Environment: U. S.-U. S. S. R. Trade Negotiations -- 3. Back-Drop to the Evolution of Management in Socialist Countries -- 4. Eastern Europe after Perestroika and Glasnost: The Cases of the U.S.S.R. and Hungary -- D. South-east Asia -- 1. Human Resource Management in Asia: The Way Through Recession -- 2. Market Research in a Non-Western Context: The Asian Example -- 3. Cultural Effects on the Marketing Process in South-east Asia -- 4. Cultural Consequences for Organization Change in a South-east Asian State: Brunei -- Ε. China -- 1. The Psychology of Chinese Organizational Behaviour -- 2. Symbolism in Cross-Cultural Trade: Making Chinese Symbols Work For You -- 3. Culture and the Problems of Chinese Management -- 4. The China Trade: Making the Deal Work -- 5. Human Resource Practices in the People's Republic of China -- F. Japan -- 1. Abacus and Formula Thinking -- 2. Does Japanese Management Style Have a Message for American Managers? -- 3. Management in Japan – What Can, and Cannot, be Copied in the West -- 4. Cultural Differences at Work: Japanese and American Managers -- Part Three. Culture and Management in Contrasting Societies -- A. Introduction -- Β. Contrasting Cultures – National and Organizational -- 1. The Methuselahs in Action -- 2. The Managerial Structure of a Nationally Mixed Organization in Japan: A Sociometric Case Study -- 3. The Clark-Volvo Joint Venture -- 4. Entrepreneurs: A Balanced View of their Role in Innovation and Growth -- C. Contrasts in Management -- 1. Organizational Context and Structure in Various Cultures -- 2. A Multinational Study of Decision-Making: The Relation Between Competence and Participation -- 3. Management Control in France, Great Britain, and Germany -- 4. Organizational and Managerial Roles in British and West German Companies: An Examination of the Culture-free Thesis -- D. Managing across Cultures -- 1. The Methuselah Criterion: How to Thrive and Survive in Business -- 2. The Cross-Cultural Puzzle of International Human Resource Management -- 3. Negotiating with Foreigners -- Ε. The Multinational Corporations -- 1. The Impact of the Multinational Corporations -- 2. The Training of Multinational Managers -- 3. Some Personal Thoughts on the Implications and Consequences of 1992 in the Ε. E. C. -- Indexes -- Name Index -- Subject Index -- Communities Index -- 589-590

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