Managing Internationalisation. Patricia Adam

target="_blank" rel="nofollow" href="#ulink_257bbcb0-78ff-58a7-821c-8ee15ec8953c">1.4Process Model “Managing Internationalisation”1.5Citations & Notes2Key Issue: Developing Cross-Cultural Competence2.1The Importance of Intercultural Understanding for International Business Issues2.2Hofstede’s Framework: Cultures and Organisations2.2.1Culture as a Part of Human Mental ProgrammingVIPs2.2.2An Introduction to Hofstede’s Dimensions2.2.3Power Distance2.2.4Individualism/Collectivism2.2.5Masculinity/Femininity2.2.6Uncertainty Avoidance2.2.7Long-Term Orientation2.2.8Establishing Country Clusters2.2.9Adding a New Dimension: Indulgence versus RestraintVIPs2.3The Dilemma Approach of Trompenaars & Hampden-Turner2.3.1A View of Culture Based on DilemmasVIPs2.3.2Universalism versus Particularism2.3.3Individualism versus Communitarianism2.3.4Neutrality versus Affection2.3.5Specificity versus Diffusion2.3.6Achieved versus Ascribed Status2.3.7The Concept of Time2.3.8Inner versus Outer Direction2.3.9Reconciling DilemmasVIPs2.4Globe Study: More Issues ArisingVIPs2.5Critical Acclaim2.5.1Typical Problems of Cross-Cultural Research2.5.2Critical Acclaim of Hofstede’s Dimensions2.5.3Critical Acclaim of Trompenaars & Hampden-Turner’s Dilemmas2.5.4Critical Acclaim of the GLOBE Study2.6Citations & Notes3Leading the Internationalisation Process3.1Good Leadership3.1.1The Coherent Leadership ApproachVIPs3.1.2Excellent Leaders: EFQM Criterion 1 Скачать книгу