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Managing across Cultures introduces the concepts, policies and practices of managing resources in different socioeconomic, political and cultural contexts.

It is structured on a country-by-country basis to allow a closer and more rigorous examination of the factors that influence labour market trends, organization and employment policies and practices in specific countries.

The book:

- includes dedicated chapters on emerging economies in Asia, Africa, the Middle East and Latin America

- provides an understanding of the theoretical underpinnings and the practical implications of different national approaches to management in a clear and coherent style

-packed with case studies and examples from a wide range of geographical contexts

- contains learning features such as: learning objectives; tasks; summaries; suggestions for further reading; and revision questions.

PART ONE: INTRODUCTION
Why Study Managing across Cultures?
The Meaning and Importance of Managing across Cultures
Contexts and the Cultural Dilemma of Managing across Cultures
Part I Case Study
Bob over the Globe - Chevron and Saudi Aramco
PART TWO: MANAGING IN ANGLO-SAXON COUNTRIES
The USA and Canada
The UK and Ireland
Australia and New Zealand
Part II Case Study
9/11 - The Effects and Organizational Response
PART THREE: MANAGING IN SOUTHEAST ASIAN COUNTRIES
Japan and South Korea
China and Hong Kong
Indonesia and Malaysia
Part III Case Study
The 1997 Asian Financial Crisis
PART FOUR: MANAGING IN WESTERN EUROPEAN COUNTRIES
Belgium and France
Germany and The Netherlands
Denmark, Norway and Sweden
Greece, Italy and Spain
Part IV Case Study
EU Enlargement and Its Implications for Work and Employment
PART FIVE: MANAGING IN DEVELOPING COUNTRIES
African Countries
Arab Countries
India
Central and Eastern Europe
South America
Part V Case Study
Making Poverty History
PART SIX: CONCLUSION
Emerging Issues and Future Challenges in Managing across Cultures