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Cross-Cultural Management

Cross-Cultural Management
An Introduction

First Edition

February 2021 | 336 pages | SAGE Publications, Inc
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. 

List of Tables and Figures
Chapter 1 • The International Manager
Learning Objectives

Opening Vignette: Ganbei and No Deal



The Contexts of International Management

Chapter 2 • Describing Culture
Learning Objectives

Opening Vignette: Participate, and That's an Order!


Features of Culture

Defining Culture

Why Cultures Differ and Persist

Debates Surrounding the Concept of Culture

Culture and Social Groups

Chapter 3 • Comparing Cultures
Learning Objectives

Opening Vignette: What’s Your Social Credit Score?


Kluckhohn and Strodtbeck Framework

Hofstede’s Study

Schwartz Value Survey

Trompenaars’s Dimensions

The GLOBE Study

Individualism and Collectivism

Social Axioms

Culture as a Source of Guidance

Cultural Distance

Limitations of Country Culture Research

Use of the Frameworks

Chapter 4 • How Culture Works
Learning Objectives

Opening Vignette: A Laid-Back Meeting


Social Cognition

Cultural Schemas

Cultural Scripts and Norms

Selective Perception

Perceived Similarity and Attraction

Stereotypic Expectations

Differential Attributions

Cross-Cultural Interaction Model

Self-Schemas and Motivation

Chapter 5 • Cross-Cultural Decision Making
Learning Objectives

Opening Vignette: The Night Manager


Rational Decision Making

Cultural Differences in the Optimization Model

Limits to Rationality

Decision Styles


Motivational Biases in Decision Making

Selection and Reward Allocation Decisions

Ethical Dilemmas in Decision Making

Chapter 6 • Communicating and Negotiating Across Cultures
Learning Objectives

Opening Vignette: You Must Do Better Next Year!


Cross-Cultural Communication Process


Communication Styles

Other Language Considerations

Other Language Considerations

Negotiation and Conflict Resolution Across Cultures

Chapter 7 • Motivation and Leadership Across Cultures
Learning Objectives

Opening Vignette: India Is Not Indiana


Motivation Across Cultures



Western Leadership Theory

Servant Leadership

Non-Western Theories of Leadership

Integrated Cross-Cultural Model of Leadership

Conclusions About Leadership Across Cultures

Chapter 8 • Multicultural Work Groups and Teams
Learning Objectives

Opening Vignette: Multicultural Goal Scoring


Work Groups

Work Group Effectiveness

The Influence of Culture on Work Groups

Culture’s Effects in Different Group Types and Tasks

Global Virtual Teams

Organizational Context and Culturally Diverse Work Groups

Chapter 9 • Culture and the Structure of International Organizations
Learning Objectives

Opening Vignette: A Marriage Made in Heaven



Organizational Design

Culture and Organizational Structure

Informal Organization

Organizing in Multinational Organizations

Chapter 10 • International Assignments
Learning Objectives

Opening Vignette: Kevin McDonald, Fly-In Trouble Shooter


The Role of Expatriates

Individual Staffing Decisions

Definitions of Expatriate Success

Adjustment–Performance Relationship

Factors Affecting Expatriate Success


Outcomes of Foreign Assignments and Global Careers

Chapter 11 • Managing Across Cultures Into the Future
Learning Objectives

Opening Vignette: Bring on the Bots


The Dynamic Environment of Business

The Adaptation of Organizations and People

The Development of International Managers

Post-Script: Cross-Cultural Management After COVID-19
How Much has the World Changed?

COVID-19 and Management

Responding to COVID-19: Cultural Effects

Conclusion: A Revised Future?

Author Index
Subject Index
About the Authors


Instructor Resource Site

SAGE Edge for instructors supports your teaching by making it easy to integrate quality content and create a rich learning environment for students with:
  • a password-protected site for complete and protected access to all text-specific instructor resources;
  • test banks that provide a diverse range of ready-to-use options that save you time. You can also easily edit any question and/or insert your own personalized questions; and
  • editable, chapter-specific PowerPoint® slides that offer complete flexibility for creating a multimedia presentation for your course.
Key features
  • Learning objectives at the beginning of chapters identify what students should be able to accomplish after readings.
  • Chapter-opening vignettes present a brief case study that sets the tone of the chapter and shows the relevance of organizational behavior in the real world.
  • Mini case studies include real-life examples of how seasoned managers or companies practice cross-cultural management.   
  • Practical Implications for managers and students at the end of chapters offer advice for readers to prepare for different aspects of international management.
  • Chapter summaries and questions for discussion allow students to review and reflect on key content.
  • A running glossary defines key terms as students progress through chapters; terms are also listed with definitions at the conclusion of the chapters.

Sage College Publishing

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