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This book addresses the profound changes brought by digital technologies. Virtual teams, cloud-based collaboration, and real-time communication have eliminated geographical boundaries, creating a hyperconnected world where cultural nuances blend seamlessly. This book further examines the relationship between culture and effective leadership, highlighting the challenges of managing diverse teams in our interconnected era. It redefines the understanding of management within the social sciences, emphasizing the development of cultural competencies to build and sustain unified teams, and focusing on leveraging knowledge, honing judgment, evaluating performance, and preparing individuals for leadership positions.
Incorporating perspectives from renowned scholars such as Edgar Schein, House, Triandis, Bass, Hofstede, and others, the book discusses often neglected topics. It covers essential skills for the global business landscape and analyzes the beliefs, values, work behaviors, communication styles, and business practices that differ across cultures. By examining the perceptions of natives and foreigners and adaptable managerial strategies for various settings, the book supports leaders with efficient strategies for success. Focusing on developing effective leadership, the chapters include topics such as: global leadership competencies, building cross-cultural teams during disruptive times, impactful communication, strategic decision-making, managing transitions, embracing diversity, and the dynamics between leaders and followers.
The book is written in accessible language and provides real-world examples, offering a novel perspective on leadership in an increasingly diverse world. It is a must-read for anyone interested in a better understanding of modern cross-cultural management against today's turbulent political and economic climates and will appeal to global business professionals, academics, practitioners, students, and management researchers from diverse fields, in both the humanities and business sectors.
Adebowale Akande is internationally known as a leading scholar in cross-cultural research, management, and globalism. His work, in collaboration with distinguished experts like Bernard Bass, Susan Fiske, Peter Smith, Mark Peterson, David Watkins, Robert House, and others, investigates the complexities of effective leadership, interpersonal work dynamics, and the varied cultural values that shape contemporary societies. Akande's extensive research ranges from analyzing learning patterns to probing the cultural foundations of leadership expectations and the crucial alignment of CEO behaviors with these expectations for maximum leadership effectiveness. His insights also encompass understanding social perceptions and biases, scrutinizing the formation of stereotypes and prejudices, and the impact of social dynamics, such as cooperation, competition, politics and power structures, on reinforcing or counteracting these biases.
He is a foundational member of the 2004 [GLOBE] study, the most extensive and renowned study of its kind within the social sciences. Akande has been honored with numerous awards, including the Commonwealth Academic Fellowship in 1992, the IUPSYS International Award in 1996, and the Frank Andrew Award University of Michigan in 1996. Additionally, he has received the ISP Award in 2000, a Taiwan Government International Scholar Fellowship in 2005, a Nippon Foundation of Japan Fellowship in 2008, a Fellowship of Schloss Leopoldskron, Austria in 2008, a Certificate of Honor from the Indian Institute of Planning and Management in 2008, and the IAGT Award in 2018. He was a co-recipient of the 2007 Ursula Gielen Global Book Award and the Gordon W. Allport Prize in 2005 for his research on ambivalent sexism and global family relations. Renowned for popularizing cross-cultural studies, he currently holds the position of international director for IR GLOBE in Vancouver and serves as a guest professor at several Canadian universities in British Columbia, Canada.
Chapter 1. Changing Tides: Twilight and Dawn in the Modern Cross-cultural Management Sea.- Chapter 2. Managing Global Workforce and International Managers.- Chapter 3. The Structure of Modern Cross-cultural Management.- Chapter 4. What Are the Features of Healthy and Adaptive Corporate Cultures?.- Chapter 5. The Essence of Intercultural Management in Global Diversity Management.- Chapter 6. Developing Global Leadership Competencies: a Comparative Culturology and Heuristic Model.- Chapter 7. Cultural Studies and Comparative Culturology in Social Science, Management, and Philosophy.- Chapter 8. Challenges of Tribalism in the Ever-changing Global Business Landscape.- Chapter 9. Quantity and Quality in Social Research (Mixed Methods Research): a Framework for Integration.- Chapter 10. Understanding Policy Practices: Action, Possibilities, and Pragmatics.- Chapter 11. Cultural Intelligence for Enhancing Well-being in Cross-cultural Context.- Chapter 12. Exploring the Role of Metacognition in Cross-cultural Leadership.- Chapter 13. Consideration of Culture and the Elimination of Poverty, and Covid-19: is It Time for a Universal Basic Income?.- Chapter 14. Cultural Differences in the Perception of Control and Intergroup Discrimination.- Chapter 15. The Role of HR in Organizational Change: Facilitating Successful Change Planning, Implementation, and Sustainability of Organizational Restructuring.- Chapter 16. Cultural Dynamics and Foreign Direct Investment: China and India.- Chapter 17. Virtual Local Expatriates: Online Intercultural Connectivity for Host Country-positioned Expatriates Operating in Virtual Work Environments.- Chapter 18. Navigating Uncertainty: Political and Economic Dynamics Shaping Tourism Enterprises in Thailand.- Chapter 19. Avoiding Managerial Pitfalls: Lessons From Diverse Cultures.- Chapter 20. Understanding the Basis of Intercultural and Intergroup Discrimination: the Role of Subjective Control in Employment and Other Situations.- Chapter 21. Cultural Impact on Work Ethic and Productivity: a Comparative Analysis of Austria and South Korea.- Chapter 22.business-government Nexus: Government and Business Response to Climate Change.- Chapter 23. Managing Cultural Diversity: the Role of Virtuality and Artificial Intelligence in the Global Firm.-Chapter 24. Social Media: a Double-edged Sword.
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