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Examines Russian cultural values and discusses their implications for management systems in Russian organizations today. Using Hofstede′s four cultural dimensions, combines the conclusions and observations of the author with literary references and proverbs. Gives valuable insight into Russian...
Describes the Spanish acquisition of a construction company in East Berlin from the Treuhandanstalt (the East German privatization agency) as well as the contentious renegotiation of the sales contract. Also describes the relationship between the Spanish senior management of the enterprise and...
Argues that, although cultural differences clearly affect relationships within organizations, tensions are often triggered first by other contextual factors. Presents the findings of a study of foreign acquisitions of US firms, and demonstrates how problems between the two partners most often...
European integration and the search for global markets have created many new international teams. Shows that the effectiveness of a team′s performance is strongly related to how the team members interact to achieve their common purpose. Also, that individual performance inside the team is...
Examines the underlying assumptions that companies make about the role of women in international management. Based on numerous studies, explodes some of the traditional myths about women expatriates: that they do not want to be international managers and that foreign prejudice against women...
Describes the practical problems that the director of human resources of the North American subsidiary of a French group encountered related to cultural misunderstandings and stereotyping. Specifically deals with the difficulties he experienced when organizing internal training programmes,...
Reports the results of a task force of directors of HR who, in 1991, teamed up to examine the competencies required for developing companies in the Single European Market. Looks at the different stages of development and the problems encountered. Concludes that management′s responsibility in...
Developing people in an international context is a difficult and expensive activity to manage. It is important that organizations analyse carefully the requirements they have, and formulate a strategy accordingly. Examines the factors to be taken into account, and the types of international...
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