|Title||Managing across cultures : concepts, policies and practices|
|Imprint||London : SAGE, 2011|
|Descript||xxxiii, 606 p. ; 25 cm|
Why study managing across cultures? -- The meaning and importance of managing across cultures -- I. Case study -- Bob over the globe: Chevron and Saudi Aramco -- II. Managing in Anglo-Saxon countries -- The US and Canada -- The UK and Ireland -- Australia and New Zealand -- Case study: 9/11: the effects and organizational response -- III. Managing in south-east Asian countries -- Japan and South Korea -- China and Hong Kong -- Indonesia and Malaysia -- Case study: the 1997 Asian financial crisis -- V. Managing in western European countries -- Belgium and France -- Germany and the Netherlands -- Denmark, Norway, and Sweden -- Greece, Italy, and Spain -- Case study: EU enlargement and its implications for work and employment -- V. Managing in developing countries -- African countries -- Arab countries -- India -- Central and Eastern Europe -- South America -- Case study: making poverty history -- VI. Conclusion: Emerging issues and future challenges in managing acrosscultures.
|Political Science Library||658 B821M||CHECK SHELVES|
|Sasin Library||658 B821M 2011||CHECK SHELVES|
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