Managing Internationalisation. Patricia Adam

Managing Internationalisation

target="_blank" rel="nofollow" href="#ulink_257bbcb0-78ff-58a7-821c-8ee15ec8953c">1.4Process Model “Managing Internationalisation”1.5 Citations & Notes2Key Issue: Developing Cross-Cultural Competence2.1 The Importance of Intercultural Understanding for International Business Issues 2.2 Hofstede’s Framework: Cultures and Organisations 2.2.1 Culture as a Part of Human Mental Programming VIPs 2.2.2 An Introduction to Hofstede’s Dimensions 2.2.3 Power Distance 2.2.4 Individualism/Collectivism 2.2.5 Masculinity/Femininity 2.2.6 Uncertainty Avoidance 2.2.7 Long-Term Orientation 2.2.8 Establishing Country Clusters 2.2.9 Adding a New Dimension: Indulgence versus Restraint VIPs 2.3 The Dilemma Approach of Trompenaars & Hampden-Turner 2.3.1 A View of Culture Based on Dilemmas VIPs 2.3.2 Universalism versus Particularism 2.3.3 Individualism versus Communitarianism 2.3.4 Neutrality versus Affection 2.3.5 Specificity versus Diffusion 2.3.6 Achieved versus Ascribed Status 2.3.7 The Concept of Time 2.3.8 Inner versus Outer Direction 2.3.9 Reconciling Dilemmas VIPs 2.4 Globe Study: More Issues Arising VIPs 2.5 Critical Acclaim 2.5.1 Typical Problems of Cross-Cultural Research 2.5.2 Critical Acclaim of Hofstede’s Dimensions 2.5.3 Critical Acclaim of Trompenaars & Hampden-Turner’s Dilemmas 2.5.4 Critical Acclaim of the GLOBE Study 2.6 Citations & Notes3Leading the Internationalisation Process3.1 Good Leadership 3.1.1 The Coherent Leadership Approach VIPs 3.1.2 Excellent Leaders: EFQM Criterion 1Скачать книгу