Brand new Elsevier titles will soon be added to Cyberlibris academic collection. International business mavericks, like Professor Marios I. Katsioloudes, Professor Spyros Hadjidakis, Professor Robert T. Moran, Philip R. Harris, Sarah V. Moran are about to join the fine list of International Business scholars whose work is available online in Cyberlibris Academia.
INTERNATIONAL BUSINESS, Marios I. Katsioloudes and Spyros Hadjidakis, 2007
In the authors' own words:
"In the shadow of globalization and all the other world developments we have decided to write a book on international business from a global perspective, and not just from the European, the American, the German, or the Japanese point of view. We have included a lot of primary information that were based on interviews of several individuals from around the world, and also from our own international experience as educators, researchers, and consultants.
Several chapters were written by specialists in their own field and their contributions are extremely valuable to the final version of the book.
The book consists of two parts. The first part consists of sixteen chapters, with the last four being a practical application of how it is to do business in certain regions of the world.
Each chapter begins with an Opening Case and a stimulating question. The main body of each chapter consists of a theoretical framework that results from primary and/or secondary data, and the chapter ends with a Closing Case with a stimulating question. Chapter summary and review and discussion questions are found at the end of each chapter, and practical tips are found in some chapters, wherever appropriate. The second part consists of six comprehensive cases addressing international issues ranging from human resources management, culture, to marketing, family businesses and national development."
A sample chapter is here.
MANAGING CULTURAL DIFFERENCES, Robert T. Moran, Philip R. Harris and Sarah Moran, 2007
In the authors' own words:
"Two skills are of fundamental importance today for global people. The first skill is listening to understand. Many global leaders, particularly of nation-states, do not seem to possess this skill to a high degree. Listening is a symbol of respecting the dignity of others.
The second is the skill of locating and using many very sophisticated cultural interpreters. It is impossible for any individual, given the complexity of culture, to have a free understanding of other systems.
However, cultural interpreters, individuals from each culture, can teach leaders. Having listened and been a student with cultural interpreters as teachers, the global leader is equipped to face the many opportunities and challenges that will be continually presented.
Having a sense of culture and its related skills is a unique human attribute. Culture is fundamentally a group problem-solving tools for coping in a particular environment. It enables people to create a distinctive world around themselves, to control their own destinies, and to grow. Sharing the legacy of diverse cultures advances our social, economic, technological, and human development. Culture can be analyzed in a macro-context, such as in terms of national groups, or in a micro sense, such as within a system or organization.
Increasingly, we examine culture in a global sense from the perspective of work, leadership, or markets. Because management philosophies and practices are culturally conditioned, it stands to reason that there is much to be gained by including cultural studies in all management or professional development. This is particularly relevant during the global transformation under way. Culturally skilled leaders are essential for the effective management of emerging global corporations as well as for the furtherance of mutually beneficial world trade and exchange. In these undertakings, the promotion of cultural synergy by those who are truly global managers will help us to capitalize on the differences in people, while ensuring their collaborative action."
A sample chapter here.