CROSS-CULTURAL MANAGEMENT HOLDEN N. Księgarnia

Cross-Cultural Management
A Knowledge Management Perspective

Brief Description

Advanced undergraduate and postgraduate students and researchers in international business, international management and cross-cultural management, and all concerned with the transfer of knowledge in the global economy. It will also be a valuable source of concepts and ideas to cross-cultural trainers and to various categories of practitioners within knowledge management and international human resource management. This book forges a break with the concept of culture that has dominated management thinking, education, and research for several decades. Culture, rather than being presented as a source of difference and antagonism, is presented as a form of organisational knowledge that can be converted into a resource for underpinning core competence. This perspective based on extensive research into the operations of four major international corporations, challenges traditional thinking by contending that cross-cultural management is a form of knowledge management. Key to this text are the four global case companies contrasting experiences, presented as insightful case studies about rarely observed aspects of firms cross-cultural communication behaviour.

Features

Criticises cross-cultural management studies for being dependent on traditional concepts of culture that are too detached from the everyday cross-cultural aspects of knowledge sharing, networking and organisational learning in the global economy Represents the most up-to-date perspective on the subject.
Proposes a new notion of culture based on the modern corporate world Demonstrates the nature of the global business communities in which undergraduates, postgraduates and managers will work.
Suggests new boundaries and directions for cross-cultural management education and research - Provides a reference point for students and managers for years to come.
Demonstrates how firms international interactions can be studied from a standpoint that ingrates cross-cultural approaches and a knowledge management perspective Brings students and managers fully up-to-date in these two important subject areas.
Presents four global case studies contrasting experiences - solid theoretical framework thoroughly integrated with research - Provides students with invaluable insight into application in the real world.
Supplies models and a glossary of terms to clarify the new concepts which ally cross-cultural management with knowledge management Provides an accessible, learning-oriented student and manager resource.

Contents

Part 1: Anthropology's awkward legacy to the manager's world 1. The anthropologist's legacy Is it contagious? An initial foray into the cross-cultural management literature A Babel of definitions Culture as essence The undue influence of the essentialist concept of culture The fixation with culture shock Cross-cultural management for the knowledge-based economy The need to reformulate the conceptual foundation of cross-cultural management 2. Cross-cultural management: geopolitics and panic Introduction and chapter overview Geopolitical pressures and influences moulding cross-cultural management consciousness The 20th century reshapes the world The impact of the non-Western world on cross-cultural management thinking Into an age of global networks, anonymity, and uncertainty 3. The global economy: networks for knowledge Introduction Towards a general definition of cross-cultural management The global economy Globalisation The transnational corporation The worldwide business revolution The Net economy Networks and networking The learning organisation Identifying the terrain of cross-cultural management 4. Culture's periodic tables Introduction Some consequences of Culture's consequences A topsy-turvy representation of low-context and high-context cultures A chemical analogy A selection of culture's periodic tables The limitations of culture as essence in the world of management 5. Making sence withour the essential culture. Cultural classifications in the management literature: its periodic tables Five mini case studies: culture as a wanting explanatory factor Mini case 1: the limitations of a hundred case studies of industrial mergers Mini case 2: the unforeseen consequences of not taking tacit knowledge with the related explicit knowledge Mini case 3: the perception of Western arrogance in Russia Mini case 4: the ability to trust insiders Mini case 5: why our view of guanxi may be outdated Commentary on these cases The indictment Towards looking at culture as a knowledge resource 6. Navigating knowledge management Introduction Knowledge as a management concept Knowledge management Knowledge work Generation of knowledge: acquisition and creation Codification of knowledge Transfer of knowledge Cross-cultural issues Coda: there is nothing new under the sun 7. Towards culture as an object of knowledge management Introduction The concept of corporate knowledge narratives The problem of contextual knowledge The informant companies and methodology Towards a knowledge-oriented concept of culture

Part 2: Case studies: making sense of culture from a knowledge management perspective 8. Case study 1: Novo Nordisk: cross-cultural management as facilitation The company background Methodology Vision 21 and the Novo Nordisk Way of Management The Facilitator concept The objectives and general operations of facilitation Pre-facilitation The facilitation proper Post-facilitation Facilitation: an interim review Facilitation as cross-cultural management Self-management as a multicultural, multilingual team Interactions with units Relationships with corporate management Facilitation as cross-cultural management Facilitation as knowledge management How imitable is Novo Nordisk-style facilitation? 9. Case study 2: Matsushita Electric: A learning history Prologue Methodology The key knowledge management themes and issues Structure of this corporate narrative A man of his times and ahead of his times 1894-1929: A hundred yen investment 1930-45: Grand vision and interesting times (interesting as in the Chinese proverb) 1945-56: Anguish, restoration of fortunes and a personal think tank 1956-61: Towards retirement 1961-1989: Philanthropist and management philosopher Internationalisation and globalisation The discourse of globalisation Cross-cultural management issues A knowledge management perspective Afterword 10. Case study 3: LEGO: transferring identity knowledge Prologue Methodology The key knowledge management themes and issues Structure of this corporate narrative The company background The global mission LEGO values and identity LEGO Media International The transfer of identity knowledge within LEGO Media International Cross-cultural management issues A knowledge management perspective Managing identity as cross-cultural knowledge transfer LEGO: a quintessential Danish company nevertheles 11. Case study 4: Sulzer Infra: Creating One Winning Team Prologue Methodology The key knowledge management themes and issues Structure of this corporate narrative The company background Methodology The concept of One Winning Team The Sulzer Infra Academy The Seminar on Vision and Strategy 2002 P-Teams and Know-how Rings Developing participative competence for cross-cultural team-building Cross-cultural management issues A knowledge management perspective Part III: Redesigning cross-cultural management as a knowledge domain 12. Cross-cultural management at interfaces and in networks Introduction A modified culture concept The four companies and their context in the globalised economy: commonly held and contrastive features The management of cross-cultural interfaces Cross-culturally significant features of organisational learning and networking The role of national groups at senior management levels Cross-cultural management: a redirection 13. Language: management's lost continent Introduction A modified culture concept Language and management Language as a descriptor of management tasks Language as a mobilising medium Language as a repository of company knowledge, lore and vision The langauge of management: a summary of the dimensions of translation In search of the language of excellence Conclusion 14. The cross-cultural management and the translation of common knowledge Introduction The idea of common knowledge The problems of presenting cultural factors as knowledge resource Ambiguity, interference and the quest for equivalence Knowledge transfer: absorptive Knowledge transfer: stickiness Cross-cultural management as translation of common knowledge Conclusion 15. Cross-cultural management: synergies for participative competence Introduction Summary review of the argument Remapping the domain of cross-cultural management Cross-cultural know-how as an organisational resource Teams, diversity and experimentation Towards good cross-cultural management practice The cross-cultural manager as a global knowledge worker Rethinking culture as an organisational resource Implications for management researchers and educators, cross-cultural trainers, and practitioners Conclusion: a cautionary tale Glossary. Appendix.

328 pages

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