A Companion to Cultural Resource Management is an essential guide to those wishing to gain a deeper understanding of CRM and heritage management. Expert contributors share their knowledge and illustrate CRM's practice and scope, as well as the core issues and realities in preserving cultural heritages worldwide. Edited by one of the world's leading experts in the field of cultural resource management, with contributions by a wide range of experts, including archaeologists, architectural historians, museum curators, historians, and representatives of affected groups Offers a broad view of cultural resource management that includes archaeological sites, cultural landscapes, historic structures, shipwrecks, scientific and technological sites and objects, as well as intangible resources such as language, religion, and cultural values Highlights the realities that face CRM practitioners "on the ground"

Renowned cultural resource management consultant Thomas F. King demystifies this web of regulations surrounding this field, providing frank, practical advice on how to ensure regulatory compliance in dealing with archaeological sites, historic buildings, urban districts, sacred sites and objects, shipwrecks, and archives. In this new edition, King reports on changes in cultural resource laws, regulations, and executive orders in the past five years and adds material on Section 106 review, NEPA, and the 'Preserve America' executive order.

By most estimates, as much as 90 percent of the archaeology done in the United States today is carried out in the field of cultural resource management. The contributors hope that this book will serve as an impetus in American archaeology for dialogue and debate on how to make CRM projects and programs yield both better archaeology and better public policy.

A Companion to Archaeology features essays from 27 of the world’s leading authorities on different types of archaeology that aim to define the field and describe what it means to be an archaeologist. Shows that contemporary archaeology is an astonishingly broad activity, with many contrasting specializations and ways of approaching the material record of past societies. Includes essays by experts in reading the past through art, linguistics, or the built environment, and by professionals who present the past through heritage management and museums. Introduces the reader to a range of archaeologists: those who devote themselves to the philosophy of archaeology, those who see archaeology as politics or anthropology, and those who contend that the essence of the discipline is a hard science.

The Routledge Companion to Cultural Property contains new contributions from scholars working at the cutting edge of cultural property studies, bringing together diverse academic and professional perspectives to develop a coherent overview of this field of enquiry. The global range of authors use international case studies to encourage a comparative understanding of how cultural property has emerged in different parts of the world and continues to frame vital issues of national sovereignty, the free market, international law, and cultural heritage. Sections explore how cultural property is scaled to the state and the market; cultural property as law; cultural property and cultural rights; and emerging forms of cultural property, from yoga to the national archive. By bringing together disciplinary perspectives from anthropology, archaeology, law, Indigenous studies, history, folklore studies, and policy, this volume facilitates fresh debate and broadens our understanding of this issue of growing importance. This comprehensive and coherent statement of cultural property issues will be of great interest to cultural sector professionals and policy makers, as well as students and academic researchers engaged with cultural property in a variety of disciplines.

This Routledge Companion provides a timely and authoritative overview of cross-cultural management as an academic domain and field of practice for academics and students. With contributions from over 60 authors from 20 countries, the book is organised in to five thematic areas: Review, survey and critique Language and languages: moving from the periphery to the core Cross-cultural management research and education The new international business landscape Rethinking a multidisciplinary paradigm. Edited by an international team of scholars and featuring contributions from a range of leading cross-cultural management experts, this prestigious volume represents the most comprehensive guide to the development and scope of cross-cultural management as an academic discipline.

An introduction to the ways in which archaeologists study the recent past (c.AD 1500 to the present).

International human resource management (IHRM) is a key area of research in the sphere of international business and management. Described as a field in its infancy in the 1980s, IHRM has quickly advanced through adolescence and into maturity. Today, it is a vibrant and diverse discipline which boasts a large and active body of researchers across the globe. This volume examines cutting-edge themes, with the input of contributions from both established and emerging scholars. The Routledge Companion to International Human Resource Management gives a state-of-the-art overview of the key themes, topics and debates in the discipline, with valuable insights into directions for future research. Drawing on a large and respected international contributor base and with its focus on mature and emerging markets, this book is an essential resource for researchers, students and IHRM professionals alike.

This is a much-needed survey of how relationships between indigenous peoples and the archaeological establishment have got into difficulties, and a pointer towards how things could move forward.

Advanced undergraduate and postgraduate students and researchers in international business, international management and cross-cultural management, and all concerned with the transfer of knowledge in the global economy. It will also be a valuable source of concepts and ideas to cross-cultural trainers and to various categories of practitioners within knowledge management and international human resource management. This book forges a break with the concept of culture that has dominated management thinking, education, and research for several decades. Culture, rather than being presented as a source of difference and antagonism, is presented as a form of organisational knowledge that can be converted into a resource for underpinning core competence. This perspective based on extensive research into the operations of four major international corporations, challenges traditional thinking by contending that cross-cultural management is a form of knowledge management. Key to this text are the four global case companies contrasting experiences, presented as insightful case studies about rarely observed aspects of firms cross-cultural communication behaviour.