First, its important to note the books own disclaimer from the earliest pages. The need for not taking one extreme perspective and yet not losing your own culture. In between, there are two pretty poor chapters that summarise the first portiion of the book and then make some vague prognistication over where this may lead in terms on international understanding. Like the individual-level equivalent, it emphasizes a linear understanding of time and a society's practices and support of goal setting and planning, hard work, and delay of gratification to achieve future goals. Thus, it is admissible to proclaim that the type of organizational culture, as well as the different managerial roles of the hierarchical superior, can be important predictors of the psychosocial factors positive and negative. More light needs to be thrown on the predictors of Affective Commitment in China and this research recommended areas that require further investigations. Unless these norms are analysed and understood, they say, there can be no secure basis of understanding with those organisations.
Now, the third edition provides you with important new information and groundbreaking methods for leading effectively in the most globalized business landscape ever. Based on these survey results, he created seven cultural dimensions as a way to think about different cultural differences. When that can be achieved then there is a better chance of coming up with a solution that will make sense and achieve a desired end, than when the noise common to cross-cultural or multi-cultural situations is left to reign free. He offers guidelines for success that seem persuasive. Illustrating this point even further is the final chapter which focuses upon the differences found within management task roles in the same firm and the same country.
This revised edition is updated with new research and statistics. This is a little anticlimatic in some ways as it serves to diminish the value of the generalizations drawn earlier in the book, but it does serve to reinforce the warning of assuming too high a level of familiarity and thus moving from confidence into arrogance. In this book, the authors target managers and business people who are looking to understand cultural differences and how to deal with them in a variety of circumstances and situations. International businesses have tried many solutions to the dilemma of how to manage globally and yet retain strong national identities. The definitive guide to cross-cultural management--updated to help you lead effectively during a time of unprecedented globalization. The Anglo-Saxon approach is virtually unique in that the didactic model beloved of the Victorians is now replaced by interactive models, course work and projects. Although extant research suggests that there are vari- ous national culture frameworks Hofstede 2001;House et al.
However, trying to read the diagrams is analogous to decoding hieroglyphics. As a revision to a prior edition, this most recent book has expanded the value of the base concepts by including 2 additional chapters. I had to read this for school. How we accord status -- 9. In an attempt to address this shortcoming, this chapter seeks to provide a sustainable solution by proposing a cultural-conceptual translation model which leverages two key notions: cultural conceptualisation and destination image.
Trompenaars lives in Amsterdam, the Netherlands. Now, the third edition takes you beyond cross-cultural awareness and issues to help you take strategic advantage of cultural differences in the business environment. Chapter 11-13 discuss organizations, organizational cultures and ways to reconcile cultural differences. This book has become the reference for business people and managers in the area of culture. As a revision to a prior edition, this most recent book has expanded the value of the base concepts by including 2 additional chapters. Some good info in here.
There is no unique evidence as results of many studied factors. Buy this one to keep in your professional reference library. This thoroughly revised, second edition, updated to include new case histories and fresh research findings, uses country-by-country graphs, example International management guru, Fons Trompenaar's best-selling Riding the Waves of Culture has become an essential guide for managers and trainers in multinational organizations, as well as anyone who conducts business overseas. Very minimal damage to the cover including scuff marks, but no holes or tears. Particularism, on the other hand, is the tendency to define such choices more on the basis of one's relationship to the people involved rather than principles that apply in every situation.
However, trying to read the diag Trompenaars and Hampden-Turner have made a career out of studying cultural tendencies of 50+ different countries, and they present their findings here. Riding the Waves of Culture shows international managers how to build the skills, sensitivity, and cultural awareness needed to establish and sustain management effectiveness across cultural borders. The British are substantially empiricist in their approach to risk. Where Fons Trompenaars will do great service to international management with his well-researched and considered Riding the Waves of Culture is in reminding us that there is no one right way to manage the cultural diversity of our trading partners, whether at the national, regional or interpersonal level. One looks at South Africa which is a case study of multiculturalism within a single nation and it helps to identify what is no doubt true in other nations as well, namely that even with the measurements and objective evaluations of the earlier chapters, it is still important to do your homework and recognize that cultural nuances exist within the country by other factors such as ethnic group.
Buy this one to keep in your professional reference library. This is a fairly high tendency with the United States for example. Indeed, he leaves no stone unturned in the search for criteria that will make the difference between successful cross-cultural bonding and otherwise. Bart Breen This review is difficult to write. Trompenaars presents a wonderful series of research about how different cultures perceive time, power distances, environments, relationship with other people and many other key factors in an interesting way with case studies and critical questions. Leveraging their expansive cultural database as well as brand-new research findings, the authors explain how to build the skills, sensitivity, and cultural awareness necessary to managing effectively across cultural borders and seize all the opportunities diversity brings to an organization.
Completely changed my understanding of management of diversity in a cultural context. Finally, authors believe that using proposed hypothesis is welcomed. Performance orientation refers to the extent to which indi- viduals in a community encourage and reward innovation, high standards, and performance improvement House and Javidan 2004. I did not expect this book to be as readable and as practical as I found it to be. The answers to questions like these help managers work with global affiliates, win contract bids, and solidify relationships. At times it was hard to follow and contained too many words. The group and the individual -- 6.
The one best way of organizing does not exist -- 3. What this book does is break cultural elements into general categories and through the use of an extensive database of about 50,000 managers from around the world, it demonstrates how different cultures, defined primarily by national boundaries, approach universal challenges and compares them by use of a sliding scale between two identified extremes. A hypothesis is established and tested through the statistical analysis of a questionnaire-based survey conducted at the Faculty of Business and Economics, University of Pecs, Hungary. You can form your own view. Charles Hampden-Turner is a Senior Research Associate at the Judge Business School at the University of Cambridge and cofounder and Director of Research and Development at the Trompenaars-Hampden-Turner Group.