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Library | Materyal Türü | Barkod | Yer Numarası | Durum |
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Özet
Özet
How do business leaders think as a result of their national culture? This book provides a discussion and comparative analysis of five major cultures - American, Arab, Chinese, Japanese and Scandinavian - and how they reveal themselves in business practice.
The author begins by introducing the concept of culture and why it is important, addressing issues such as values, beliefs and assumptions and the consequences of these. Bjorn Bjerke then goes on to address corporate culture and business strategy as well as some myths associated with national cultures. Looking at the five specific cultures he addresses cultural themes and presents a typified picture of the business leader in each of these. He concludes that there are five different capitalist systems governing these cultures, and that the business leader plays a different role in each. Extending this discussion, the author questions whether the culture-free business leader exists and, if so, what the characteristics of such a person might be.
Business Leadership and Culture will enlighten students, scholars and business people about the consequences of culture for international business and management.
Author Notes
Bjorn Bjerke is Professor of Entrepreneurship and Small Business at Stockholm University, Sweden.
Reviews (1)
Choice Review
Bjerke (Stockholm Univ.) presents a methodical treatment of the importance of culture in management and leadership, examining the topic in distinct stages. Three initial chapters explore the concept of culture and set it into general and business frames; five chapters then analyze five national/regional and ethnic group cultures--American, Arabic, Chinese, Japanese, and Scandinavian; and two final chapters comprehensively examine aspects of national cultures, probing further their influence on organizational leadership. Throughout, Bjerke carefully cites the supporting literature of the general social sciences as well as that of management and business organization. The volume's cumulative development is impressive in its marshaling of the diverse approaches and insights while probing into the special characteristics of each of the five national cultures selected. This sustained balancing and progressive penetration are nowhere more effective than in the final chapters, which assess present-day dynamics of national cultural characteristics, explore the revelatory power of such concepts as "context," and draw telling distinctions between management and leadership. Recommended for international business collections, upper-division undergraduate through professional. J. C. Thompson; University of Connecticut
Table of Contents
| List of figures | p. vi |
| List of tables | p. vii |
| Foreword | p. viii |
| 1 To understand culture | p. 1 |
| 2 Corporate culture | p. 33 |
| 3 Business leadership and national culture | p. 57 |
| 4 American culture | p. 84 |
| 5 Arab culture | p. 104 |
| 6 Chinese culture | p. 129 |
| 7 Japanese culture | p. 168 |
| 8 Scandinavian culture | p. 197 |
| 9 A comparative analysis and interpretation | p. 218 |
| 10 The cultural business leader | p. 247 |
| References | p. 269 |
| Index | p. 283 |