Comparative Management

Comparative Management provides a comprehensive analysis of the cultural determinants that ct upon international business. The text's outlook is multidimensional, providing insights into the values of Eastern, Western, Northern and Southern cultures and contrasting the important differences between businesses in individualistic and communitarian-inclined societies.

In the first section of the text the views of various transcultural theorists are analysed. Thus the ideas of Hampden-Turner and Fons Trompenaars provide insights into the tension between East and West, and the views of De Madariaga assist in understanding the cultures of Europe. Chapter 4 provides an outsider's view of Europe and the four-world model of culture.

The second section focuses upon cultural modelling within both economic and anthropological contexts. This section provides an introduction to the views of Geerte Hofstede and Mary Douglas, and suggests ways in which cultural analysis can deliver competitive advantage. New models are introduced and examples are given to demonstrate their application to management in cross-cultural situations.

The text includes chapter introductions, summaries and end of chapter questions as learning aids.

Comparative Management is essential reading for undergraduates and post-experience management students, taking courses or modules in the subject. It will also be invaluable for courses and modules on international business.

• Introduction
• Part One — Background
1. A word of welcome to the transcultural traveller
   Stephen Gatley
• The emergent businessphere
• The reader's journey
• References
2. Into the jaws of the East-West divide: America versus Japan
   Ronnie Lessem
• Introduction
• Capitalism USA
• Capitalism Japan
• Conclusion
• Study questions
• References
3. A voyage in the company of Salvador de Madariaga: Europe's threefold identity
   Ronnie Lessem
• Introduction
• European unity in individual variety
• Transnational polarities
• National polarities
• The European trinity
• Summary
• Study questions
• References
4. The emerging businessphere
   Ronnie Lessem
• Introduction
• Pragmatism
• Rationalism
• Wholism
• Humanism
• Conclusion
• Study questions
• References
• Interlude: the mists of synergy
  Stephen Gatley
• Part Two — Modelling and Management of Cultural Diversity
5. A meeting with Descartes: theories of cultural dynamics
   Didier Cazal
• The market-organization dilemma
• Organizations and institutions
• Networks and conventions
• Summary
• Study questions
• References
• Further reading
6. Culture's invisible filters: cross-cultural models in social psychology
   Sid Lowe and Cliff Oswick
• Introduction
• What is culture?
• Foundation models
• Hofstede's model of national culture
• Schwartz's models
• Trompenaars' seven dimensions of culture
• Consequences for managerial theories, work and organizations
• Summary and conclusions
• Study questions
• References
• Further reading
7. An anthropological journey
   Yochanan Altman
• Introduction
• Mary Douglas's grid/group (cultural theory)
• Cultural theory (G/G) of work and organization
• Summary and conclusion
• Study questions
• References
• Further reading
8. A manager's tale
   Stephen Gatley
• Introduction
• Down to earth
• The CPAS audit system
• Practical use of the model
• Interpretation of results as per example study
• Cultural assets and cultural liabilities
• Summary
• Study questions
• References
• Part Three — Global Synergies
• Journey's end
  Stephen Gatley

Probably a good book, but it is so boring that you can't get through it.