Riding the waves of culture: understanding cultural diversity in business

The definitive guide to cross-cultural management--updated to help you lead effectively during a time of unprecedented globalization First published nearly 20 years ago, Riding the Waves of Culture became the standard guide to conducting business in an international context. Now, the third edition provides you with important new information and groundbreaking methods for leading effectively in the most globalized business landscape ever. Fons Trompenaars is a world expert on international management and founder and director of Trompenaars Hampden-Turner (THT), a consulting firm in the field of intercultural management. 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

Culture and Change:Conflict or Consensus?

Discusses the need to understand better cultural diversity in international business

Cultural intelligence:Is such a capacity credible?

Are claims to describe and measure cultural intelligence credible? Three major objections are discussed: (a) Cultures are said to be entirely relative in their values, so holding one culture to be more intelligent than another is discriminatory; (b) cultural studies are said to be a form of postmodernism, whereas to have one central definition of culture is modernist - an imposition of our own dominant beliefs; and (c) attempts to categorize cultures are said to be crude stereotypes lacking subject. The answer to the first objection is the synergy hypothesis: Values are relative, but they are more or less synergistic. The answer to the second objection is the complementary hypothesis: Cultures are different, even polar opposites, yet they converge in a fuller description. The answer to the third objection is the latency hypothesis, for which every value is given face value and its latent shadow lies behind it

Rewarding performance globally: Reconciling the global-local dilemma

This book provides professionals with an easy reference resource for successfully implementing a performance management system in a multinational company. Providing research-based strategies for reconciling the global-local dilemma is the focus of the book. The authors explore principles drawn from extensive research in human resources and cross-cultural management. They focus on the critical process of defining, measuring, and rewarding performance in multinational organizations, emphasizing the importance of managing a workforce effectively in today’s highly competitive, globalized environment. A real-world case study is woven throughout the book to illustrate further the challenges organizations face when developing strategies, facilitating equivalent and consistent treatment, and contributing to the global mobility of talent. Rewarding Performance Globally will benefit senior-level HR professionals, and will also interest students of international management, human resource management, and cross-cultural management