This chapter explores what is involved in global assignments, from moving abroad to returning home. Topics include: the purposes and types of global assignments; potential benefits and challenges of living and working globally; dealing with culture shock; choosing an acculturation strategy; and successful repatriation

This chapter explores cultural environments, including a look at the nature and characteristics of cultures and subcultures; several contemporary models of national cultures; recent refinements to the models and how they can help managers understand some of the nuances of cultural differences; how managers can use these models to better understand managerial and organizational behavior; and the challenges and opportunities of cultural diversity and multiculturalism.

This chapter examines several aspects of work and management, including the following: a look at what constitutes the global work environment for managers; how people’s expectations about suitable managerial behavior can differ; how situational differences can influence managerial behavior; how beliefs about work and leisure can vary across cultures; what motivates people at work in different situations and environments; and multiculturalism and inclusivity in the global workplace

This chapter examines the following topics: key challenges facing the organization and management of global teams; managing teams and team processes; creating global team synergy; special management challenges of dispersed global teams; and leadership and global team-building

This chapter examines the following: the role of trust and mutual benefit in both negotiations and global partnerships; how to build successful global partnerships; negotiation strategies when working across borders; how to recognize and resolve conflicts with global partners; and how to manage global agreements and contracts

We begin our examination of managing across cultures by exploring four key topics aimed at laying the foundation for developing global management skills: the changing world of business and what it means for managers; how global organizations are changing to adapt to the new business environment; how the new global realities are facilitating an evolution from managers to global managers; and career paths for global managers

This chapter explores three important topics related to management skills for global work and expatriate assignments: intercultural competence; a Skills Development Model for developing intercultural competence and global management skills; and a look at how global companies develop global management skills.

This chapter explores how national cultures can influence the relationship between stakeholders and strategies around the world; how the relationship between strategy and organization structure can be influenced by local regional differences; how national and regional cultures can influence decision-making process in organizations; and how corporate cultures are created and reinforced by cultural, organizational, and situational factors.