Inhaltsangabe:Abstract: As the idea of Japan as a leader in management styles and the mythos 'collectivism' as a key to high quality performance and productivity is still in mind of German managers, this work tries to compare actual leadership styles of Japanese and German managers on the level of cultural dimensions. In the study the sample consisted of 119 persons in middle management positions (82 male and 37 female), 60 persons with work experience in Japan and 59 without experience. Participants were asked to complete a questionnaire regarding 52 leadership characteristics (e.g. the ability to assert oneself, to cooperate or to delegate) within five cultural dimensions. Participants then rated the importance of this characteristic for the specific category. Findings of the study showed significant differences in experienced and estimated management styles between the countries as well as significances regarding management traits of the german culture after working in Japan. Inhaltsverzeichnis:Table of Contents: CHAPTER ONE9 1.1INTRODUCTION9 1.2STATEMENT OF THE PROBLEM11 1.3RESEARCH QUESTION14 CHAPTER TWO15 2.1INTERNATIONAL MANAGEMENT AND ITS CULTURAL CONTEXT15 2.1.1Culture15 2.1.2Cross-cultural Communication22 2.2.2Cross-cultural Management25 2.2.3Significance for Organization29 2.3SUCCESS FACTORS OF INTERNATIONAL BUSINESS31 2.4CULTURALLY COMPARATIVE MANAGEMENT RESEARCH35 2.4.1Management-oriented Cultural Research36 2.4.2Cultural Dimensions according to Hofstede40 2.4.2.1Dimension of power distance41 2.4.2.2Dimension of collectivism versus individualism43 2.4.2.3Dimension of masculinity versus femininity44 2.4.2.4Dimension of uncertainty avoidance46 2.4.3The Dimension of the Confucian Dynamic47 2.4.4Further Dimensions of Culture51 2.4.4.1Basic dimensions of culture according to Adler52 2.4.4.2Dimensions of culture according to Trompenaars54 2.5THE SOCIO-CULTURAL BACKGROUND OF JAPANESE MANAGERS57 2.5.1Japanese Confucianism58 2.5.2Corporate collectivism: The uchi mentality60 2.5.3Consensus and participation in management63 2.6THE PRESENT RELATIONSHIP BETWEEN GERMANY AND JAPAN63 2.6.1General and political relationships63 2.6.2The Economic Relationships65 2.6.2.1Relationships to the European Union (EU)65 2.6.2.2Foreign Trade between Germany and Japan66 2.6.2.3Special Features67 2.6.3Cultural Contacts69 2.7LEADERSHIP STYLES70 2.7.1Definition and aspects of leadership70 2.7.2Differencies in the leadership [...]

Cross-Cultural Management: An Introduction offers students a hands-on approach to cross-cultural management that they can apply to a wide variety of organizational contexts. Rather than focusing on specific countries, authors David C. Thomas and Kerr Inkson highlight the interactions of people from different cultures in organizational settings to provide students with practical applications of concepts in international management. Real-world examples and case studies help students understand and integrate differences between attitudes, values, beliefs, and assumptions so that they can thrive as managers.

This Handbook was the first APM Body of Knowledge Approved title for the Association for Project Management. Over the course of five editions, Gower Handbook of Project Management has become the definitive desk reference for project management practitioners. The Handbook gives an introduction to, and overview of, the essential knowledge required for managing projects. The team of expert contributors, selected to introduce the reader to the knowledge and skills required to manage projects, includes many of the most experienced and highly regarded international writers and practitioners. The Fifth Edition has been substantially restructured. All but two of the authors are new, reflecting the fast-changing and emerging perspectives on projects and their management. The four sections in the book describe: ¢ Projects, their context, value and how they are connected to organizational strategy; ¢ Performance: describing how to manage the delivery of the project, covering scope, quality, cost, time, resources, risk and sustainability ¢ Process: from start up to close down ¢ Portfolio: the project and its relationship to the organization The discrete nature of each chapter makes this Handbook a wonderful source of advice and background theory that is easy to consult. Gower Handbook of Project Management is an encyclopaedia for the discipline and profession of project management; a bible for project clients, contractors and students.

This Routledge Companion provides a timely and authoritative overview of cross-cultural management as an academic domain and field of practice for academics and students. With contributions from over 60 authors from 20 countries, the book is organised in to five thematic areas: Review, survey and critique Language and languages: moving from the periphery to the core Cross-cultural management research and education The new international business landscape Rethinking a multidisciplinary paradigm. Edited by an international team of scholars and featuring contributions from a range of leading cross-cultural management experts, this prestigious volume represents the most comprehensive guide to the development and scope of cross-cultural management as an academic discipline.

Seminar paper from the year 2017 in the subject Business economics - Business Management, Corporate Governance, grade: 2,0, University of applied sciences, Munich, language: English, abstract: The aim of this paper is to analyze the differences in business leadership in Germany and Japan, based on widely known and academically respected cultural frameworks. This is particularly important for globally operating firms in order to have the greatest possible success, to motivate the employees, and avoid business failure due to cultural clashes. The intention of chapter 2 is to provide the reader with an understanding of the terms culture and leadership. Furthermore, this chapter focuses on the description and explanation of the cultural theories of Edward T. Hall, Fons Trompenaars and Charles Hampden-Turner, as well as the Globe Study. Chapter 3 focuses on the description of Geert Hofstede's cultural dimensions theory. In order to distinguish the German and Japanese culture and its leadership styles, two selected dimensions of his theory will be applied. At the end of this chapter, both cultures are differentiated again, and it is determined which style of leadership suits to which culture. Finally, the term work in chapter 4 comes to a conclusion that refers to the gained knowledge of the previous chapters.

"This book presents advanced research on the concept of creativity using virtual teams, demonstrating a specific focus and application for virtual teams. It presents tools, processes, and frameworks to advance the overall concept that leveraging ideas from different locations in an organization and within extended networks is based on creativity, which can deliver innovation"--Provided by publisher.