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| List of exhibits | |
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| Preface | |
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| Global realities and management challenges | |
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| Globalization, change, and competitiveness | |
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| The new global realities | |
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| Challenges facing global managers | |
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| Developing global management skills | |
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| Traditional views of management | |
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| Global managers: variety of the species | |
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| Rethinking managerial roles | |
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| Rethinking managerial skills | |
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| Manager's Notebook: Developing global management skills | |
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| Culture, values, and worldviews | |
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| Culture, socialization, and normative behavior | |
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| Core cultural dimensions: a starting point | |
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| Regional trends and cultural differences | |
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| Digging deeper: cultural complexities and contradictions | |
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| Manager's Notebook: Culture, values, and worldviews | |
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| Inside the managerial mind: culture, cognition, and action | |
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| Culture, cognition, and managerial action: a model | |
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| Patterns of managerial thinking | |
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| The geography of thought | |
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| Culture and the managerial role | |
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| Management patterns across cultures | |
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| Are management patterns converging? | |
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| Manager's Notebook: Inside the managerial mind | |
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| Inside the organizational mind: stakeholders, strategies, and decision making | |
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| Stakeholders and strategic choice: a model | |
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| The strategy-structure nexus | |
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| Organizational decision making: a model | |
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| Decision strategies across cultures | |
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| Manager's Notebook: Inside the organizational mind | |
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| Organizing frameworks: a comparative assessment | |
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| Culture and organization design: a model | |
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| US corporations | |
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| Japanese kaisha and keiretsu | |
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| Chinese gong-si | |
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| German konzern | |
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| Mexican grupo | |
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| Manager's Notebook: Organizing frameworks | |
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| Communication across cultures | |
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| Eye of the beholder | |
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| Culture and communication: a model | |
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| Language, logic, and communication | |
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| Lingua franca and message comprehension | |
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| Cross-cultural communication strategies | |
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| Communication on the fly | |
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| Manager's Notebook: Communication across cultures | |
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| Leadership and global teams | |
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| The meaning of leadership | |
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| GLOBE leadership study | |
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| Culture and leadership: a model | |
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| Global teams | |
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| Working with global teams | |
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| Manager's Notebook: Leadership and global teams | |
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| Culture, work, and motivation | |
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| The world of work | |
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| Work and leisure | |
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| Culture, motivation, and work behavior: a model | |
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| Culture and the psychology of work | |
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| Incentives and rewards across cultures | |
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| Manager's Notebook: Culture, work, and motivation | |
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| Negotiation and global partnerships | |
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| Seeking common cause | |
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| Culture and negotiation: a model | |
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| The negotiation process: strategies, concessions, and contracts | |
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| Negotiation patterns across cultures | |
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| Building global partnerships | |
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| Managing global partnerships | |
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| Manager's Notebook: Negotiation and global partnerships | |
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| Managing in an imperfect world | |
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| Rules of the game | |
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| Bases of cross-cultural conflicts | |
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| Ethics, laws, and social control: a model | |
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| Ethical conflicts and challenges | |
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| Institutional conflicts and challenges | |
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| Manager's Notebook: Managing in an imperfect world | |
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| Epilogue: the journey continues | |
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| Learning from the past | |
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| Looking to the future | |
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| Models of national cultures | |
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| OECD guidelines for global managers | |
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| Index | |