The Culture Map (INTL ED): Decoding How People Think, Lead, and Get Things Done Across CulturesPublicAffairs, 5 jan 2016 - 288 pagina's An international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice. |
Inhoudsopgave
1 Listening to the Air | 28 |
2 The Many Faces of Polite | 60 |
3 Why Versus How | 88 |
4 How Much Respect Do You Want? | 114 |
5 Big D or Little d | 142 |
6 The Head or the Heart | 162 |
7 The Needle Not the Knife | 194 |
8 How Late Is Late? | 218 |
Epilogue | 242 |
Acknowledgments | 254 |
Notes | 258 |
Index | 262 |
About the Author | 278 |
Overige edities - Alles bekijken
The Culture Map: Breaking Through the Invisible Boundaries of Global Business Erin Meyer Gedeeltelijke weergave - 2014 |
The Culture Map: Breaking Through the Invisible Boundaries of Global Business Erin Meyer Gedeeltelijke weergave - 2014 |
The Culture Map (INTL ED): Decoding How People Think, Lead, and Get Things ... Erin Meyer Geen voorbeeld beschikbaar - 2016 |
Veelvoorkomende woorden en zinsdelen
American applications-first approach Asian asked behavior boss boss’s Brazil Brazilians British building challenge Chen China Chinese client colleagues communication confrontation consensual consider countries cross-cultural cultural differences decision Denmark Díaz didn’t direct negative feedback disagreement discussion Dulac Dutch e-mail egalitarian Erin European Evaluating scale example executives explained explicit feel FIGURE flexible flexible-time Fons Trompenaars France French Geert Hofstede German global team Golov hierarchical high-context culture idea impact India individual Indonesia INSEAD iPhone Japan Japanese Kong Rong learned linear-time listening look low-context lunch manager meeting minutes multicultural Netherlands Nigeria participants person Persuading positive power distance principles-first quadrant question Ranato recap relationship relationship-based cultures response Richard Nisbett Russian Saudi Saudi Arabia Scheduling scale session shared simple someone Spain speak strategy style supplier talk task-based team members things tion top-down trust ture understand United United Kingdom