Synopsis
This new edition of a business textbook bestseller has been completely updated to reflect the numerous global changes that have occurred since 1999: globalization, SARS, AIDS, the handover of Hong Kong, and so forth. In particular, the book presents a fuller discussion of global business today. Also, issues of terrorism and state security as they affect culture and business are discussed substantially. The structure and content of the book remains the same, with thorough updating of the plentiful region and country descriptions, demographic data, graphs and maps. This book differs from textbooks on International Management because it zeroes in on culture as the crucial dimension and educates students about the cultures around the world so they will be better prepared to work successfully for a multinational corporation or in a global context. This is the original, best-selling guide to developing cross-cultural skills to succeed in the global economy, with more than 200,000 copies in print, adopted by more than 200 universities worldwide. This classic has been praised as a 'bible of multiculturalism' ("New York Times" News Service)
About the Author
Dr. Philip R. Harris is President of Harris International, Ltd. in LaJolla, California. He is Series Editor of the Managing Cultural Differences Series and co-author of B-H books Managing Cultural Differences, Multicultural Management 2000, and Transcultural Leadership. He is on the advisory board of the European Business Review. Robert Moran, Ph.D., is a Professor of Global Management, Emeritus at Thunderbird School of Global Management in Arizona, USA. He has designed and conducted executive seminars for Saudi Aramco, General Motors, Toyota, Intel, Motorola, Honeywell, Novartis, Bayer and Singapore Airlines among many others. He has also been a faculty member in executive education programs at Babson, ESSEC (in Paris ), Emory, Penn State, SMU, Stanford, MIT and Wharton. Sarah Moran has worked extensively in the areas of organizational and cross-cultural relations. She co-facilitated employee relations workshops with internal teams for Motorola and Intel employees to use cross-cultural management strategies to better manage global responsibilities. She has also worked with high level military nurses serving the U.S. Army, Navy and Air Force regarding fiscal priorities regarding health care concerns. As a member of the Diversity and Inclusion Council with The Hartford Company she worked implementing diversity awareness strategies to improve employee productivity. As a corporate examiner with Arizona Quality Alliance, she formulated an onsite examination strategy which included an analysis of organizational performance, development and leadership. Sarah earned her Masters in Organizational and Intercultural Communications from Arizona State University. She is currently a PhD student focusing her studies on Cross Cultural Management in the Organizational Behavior research area of Desautels Faculty of Management, McGill University, at Montreal, Canada.
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