Culture studies in international business are passing through difficult times of scrutiny and critique. This is due to the fact that the paradigms, approaches, and methods used so far to study culture have been limited in their scope. For several decades now, approaches that consider national cultures and geo-ethnic origins of interacting individuals have dominated management literature. This book distinguishes itself from other books on Culture in International Business (CIB) studies in two important ways. First, it illustrates how Mary Douglas’s Cultural Theory framework (referred to commonly as DCF) can be used to explore different aspects of international business. This sets the stage for future scholars to consider DCF as an alternative tool of cultural sense-making as opposed to limiting themselves to categorical frameworks grounded in static notions of national and/or corporate culture. The second unique feature is that it focuses on the complexities of the applied side of culture (i.e., it takes a culture-in-practice perspective), while simultaneously emphasizing the dynamicity and diversity of culture. The book concludes by offering suggestions for the future of CIB studies. This domain, it predicts, may witness significant changes in the way culture is seen as influencing workplace relations. It also identifies other areas on which CIB scholars may need to focus attention in the future: culture in an increasingly digitalized world, culture and the organization as a system, and culture and the intelligent/knowledgeable organization. It will be of interest to researchers, academics, and students in the fields of cross-cultural management, international business, human resource management.

An guide to qualitative and quantitative research methods and methodologies for those carrying out business and management research in international and cross-cultural settings. The authors, drawing on theory and examples, emphasise the importance of cultural considerations and comparative thinking when carrying out international research in our globalised world.

The way merchants trade, think about business and represent commerce in art forms define merchant culture. The world between 1500 and 1800 encompassed different merchant cultures that stood alone and in contact with others. Culture, power relations and institutions framed similarities and differences and outlined the global outcome of these exchanges.

First words -- Piecemeal reductionism: a sense of the issue -- The new intentionalism -- Interlude: a glance at reductionism in the philosophy of mind -- Beardsley and the intentionalists -- Intentionalism's prospects -- A failed strategy.

"This book offers the latest research in the field of Business Performance Management in the global economic environment of present conditions while looking at business as a whole entity instead of only at the divisional level"--Provided by publisher.

The main objective of this textbook is to show cultural aspects and their influence of conducting business internationally. The authors aimed at providing information which can be useful in the process of making business decisions by taking into consideration the existing cultural diversification. This is why the theoretical discourse is accompanied by numerous examples, bringing to the book also a practical dimension. The book is addressed to a wide circle of readers – those interested in the phenomena occurring in the world economy and the dimensions of contemporary culture, as well as students of international business relations. It may also interest entrepreneurs, both those already present in international markets, and those who are at the planning stage of such future activities.

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.