All managers, regardless of where they work, must understand certain basic concepts such as the functions, roles, and skills associated with the managerial position and the styles available to managers for use in any given situation. However, context matters, and it is essential that managers understand the role that culture plays in being effective in their positions. This book begins with a brief description of the history and evolution of "management studies", continues with an overview of the scope and practice of comparative management studies, and provides examples of the research that has been done on cross-cultural transfer of management theories. In addition, the book includes materials on the search for, and analysis of, dimensions of management styles that can be used as a basis for creating models that can be used for comparison purposes.

Social, economic, political, business, and cultural environmental factors affect the international marketing operation and performance of international firms. This highly insightful volume focuses on four of the most significant forces with which companies must deal on an international level--macro international marketing issues, sociopolitical int

Drawing on contributions from nine prominent scholars, the book reflects on global aspects of research in work, employment, leadership, management, and business. It follows current trends in global business research and recommends directions for closing the gaps between theory and practice for the benefit of executives in multinational corporations, academics, and international transients. Work and employment remain important and a core part of life, giving not only a sense of purpose, routine and meaning, but also independence and the ability to connect and contribute to the lives of others and society. Leadership styles and management behaviors in earlier multi-country studies did not demonstrate significant associative patterns regarding interpersonal leadership in different countries, and the use of mainstream single-country leadership meta-categories was invalidated. Thus, future studies of leadership should focus on investigating interpersonal leadership across national borders in combination with contemporary trends such as distance leadership, global virtual teams, and intersectionality. As more and more people seek employment across borders, various types of sojourners, specifically millions of low status international workers, with some few exceptions, have largely been ignored by scholars who study international mobility. This failure adds to the research - practice gap between scholars who investigate, and the practitioners who manage, sojourners of all status levels. This book will appeal to scholars in leadership, management, international business, cultural studies and to practicing managers. The chapters in this book were originally published in International Studies of Management & Organization.

Social, economic, political, business, and cultural environmental factors affect the international marketing operation and performance of international firms. This highly insightful volume focuses on four of the most significant forces with which companies must deal on an international level--macro international marketing issues, sociopolitical international marketing issues, international marketing strategies, and special international marketing topics. Within this framework, experts examine the impact of two major environmental factors, namely the social and political conditions, on international companies to adopt corresponding marketing techniques and practices in different international markets. They also explore how specific details of a country, such as income level, cultural attributes, consumer characteristics, laws, and politics, influence the market potential of international firms and thus the scale of the company operations. Indispensable reading for scholars, economists, and business people who are interested in marketing on a global scale.

The Problem with Survey Research makes a case against survey research as a primary source of reliable information. George Beam argues that all survey research instruments, all types of asking-including polls, face-to-face interviews, and focus groups-produce unreliable and potentially inaccurate results. Because those who rely on survey research only see answers to questions, it is impossible for them, or anyone else, to evaluate the results. They cannot know if the answers correspond to respondents' actual behaviors (objective phenomena) or to their true beliefs and opinions (subjective phenomena). Reliable information can only be acquired by observation, experimentation, multiple sources of data, formal model building and testing, document analysis, and comparison. In fifteen chapters divided into six parts-Ubiquity of Survey Research, The Problem, Asking Instruments, Asking Settings, Askers, and Proper Methods and Research Designs-The Problem with Survey Research demonstrates how asking instruments, settings in which asking and answering take place, and survey researchers themselves skew results and thereby make answers unreliable. The last two chapters and appendices examine observation, other methods of data collection and research designs that may produce accurate or correct information, and shows how reliance on survey research can be overcome, and must be.

Review of abstracts on economics, finance, trade, industry, foreign aid, management, marketing, labour.