1. CHƯƠNG 1: Global realities and management challenges
1.1. Globalization, change, and competitiveness
1.2. The new global realities
1.3. Challenges facing global managers
2. CHƯƠNG 2: Developing global management skills
2.1. Traditional views of management
2.2. Global managers: variety of the species
2.3. Rethinking managerial roles
2.4. Rethinking managerial skills
2.5. M A N A G E R ’ S N O T E B O O K : Developing global management skills
3. CHƯƠNG 3: Culture, values, and worldviews
3.1. Culture, socialization, and normative behavior
3.2. Core cultural dimensions: a starting point
3.3. Regional trends and cultural differences
3.4. Digging deeper: cultural complexities and contradictions
3.5. M A N A G E R ’ S N O T E B O O K : Culture, values, and worldviews
4. CHƯƠNG 4: Inside the managerial mind: culture, cognition, and action
4.1. Culture, cognition, and managerial action: a model
4.2. Patterns of managerial thinking
4.3. The geography of thought
4.4. Culture and the managerial role
4.5. Management patterns across cultures
4.6. Are management patterns converging?
4.7. M A N A G E R ’ S N O T E B O O K : Inside the managerial mind
5. CHƯƠNG 5: Inside the organizational mind: stakeholders, strategies, and decision making
5.1. Stakeholders and strategic choice: a model
5.2. The strategy-structure nexus
5.3. Organizational decision making: a model
5.4. Decision strategies across cultures
5.5. M A N A G E R ’ S N O T E B O O K : Inside the organizational mind
6. CHƯƠNG 6: Organizing frameworks: a comparative assessment
6.1. Culture and organization design: a model
6.2. US corporations
6.3. Japanese kaisha and keiretsu
6.4. Chinese gong-si
6.5. German konzern
6.6. Mexican grupo
6.7. M A N A G E R ’ S N O T E B O O K : Organizing frameworks
7. CHƯƠNG 7: Communication across cultures
7.1. Eye of the beholder
7.2. Culture and communication: a model
7.3. Language, logic, and communication
7.4. Lingua franca and message comprehension
7.5. Cross-cultural communication strategies
7.6. Communication on the fly
7.7. M A N A G E R ’ S N O T E B O O K : Communication across cultures
8. CHƯƠNG 8: Leadership and global teams
8.1. The meaning of leadership
8.2. GLOBE leadership study
8.3. Culture and leadership: a model
8.4. Global teams
8.5. Working with global teams
8.6. M A N A G E R ’ S N O T E B O O K : Leadership and global teams
9. CHƯƠNG 9: Culture, work, and motivation
9.1. The world of work
9.2. Work and leisure
9.3. Culture, motivation, and work behavior: a model
9.4. Culture and the psychology of work
9.5. Incentives and rewards across cultures
9.6. M A N A G E R ’ S N O T E B O O K : Culture, work, and motivation
10. CHƯƠNG 10: Negotiation and global partnerships
10.1. Seeking common cause
10.2. Culture and negotiation: a model
10.3. The negotiation process: strategies, concessions, and contracts
10.4. Negotiation patterns across cultures
10.5. Building global partnerships
10.6. Managing global partnerships
10.7. M A N A G E R ’ S N O T E B O O K : Negotiation and global partnerships
11. CHƯƠNG 11: Managing in an imperfect world
11.1. Rules of the game
11.2. Bases of cross-cultural conflicts
11.3. Ethics, laws, and social control: a model
11.4. Ethical conflicts and challenges
11.5. Institutional conflicts and challenges
11.6. M A N A G E R ’ S N O T E B O O K : Managing in an imperfect world
Appendix A Models of national cultures
Appendix B OECD guidelines for global managers
