Cover Page -- Copyright Page -- Contents -- Preface -- Introduction: Beyond Human Resource Management -- 1. The Cross-Cultural Organization: The Multicultural Model -- Swedish culture and people management -- IKEA: managing cultural differences -- The multicultural model -- Cultural values -- Other cultural dimensions -- Some reflections on the cross-cultural organization -- Spanish culture and work values -- People management in Spain -- IKEA in Spain -- Implications for managers -- An agenda for research. -- 2. The Strategic Organization: The Supranational Model -- French culture and people management -- Crédit Lyonnais: the internationalization process -- The supranational model -- Strategies for international organizations -- Integration and differentiation -- Perlmutter's model -- Implications for human resource management policy -- An integrated strategic framework -- Crédit Lyonnais revisited -- Implications for managers -- An agenda for research. -- 3. The Competent Organization: The American Model -- Andersen Consulting (Europe) -- The American model -- Why American theories might not apply abroad -- Parochialism and universality -- Management competences approach -- European and international competences -- The cultural regard for managers and their competences -- Different degrees of internationalization of companies -- Problems inherent within the competences model -- Implications for managers: selection of managers and key staff -- An agenda for research. -- 4. The Missionary Organization: The Dutch Model -- The Dutch model: the missionary spirit -- An American company in the Netherlands -- Royal Dutch/Shell -- Why expatriation? A strategic perspective -- Is expatriation problematic? -- Choosing expatriates -- Acculturation -- Why expatriation? The career perspective -- Cultural factors in international career choice.

Women and expatriation -- Other cultural factors in international career choice -- Implications for managers -- An agenda for research. -- 5. The Motivating Organization: The Japanese Model -- Corporate commitment -- Task, job, career and organizational incentives -- Needs, satisfaction and culture -- The Japanese model and Matsushita -- Japanese people management and Sumitomo Metal Industries -- Do Japanese people management work techniques work outside Japan? Chiba International -- Implications for managers: reward systems across cultures -- An agenda for research. -- 6. The Learning Organization: The British Model -- The British model -- British management culture -- British Petroleum -- Action learning and the experiential approach -- Transferability across cultures -- The organizational learning concept -- Training and development within a total model -- From learning to knowledge: from Britain to Japan -- Implications for managers: potential cross-cultural problems with the learning organization concept -- An agenda for research: the cross-cultural challenge. -- 7. The Flexible Organization: The European Union Model -- The European model -- Digital Equipment Corporation (Europe) -- The context of management and organizations in Europe -- A European model of people management -- Organization and work flexibility -- Implications for managers: revisiting DEC (Europe) -- An agenda for research. -- 8. The Joint Venture Organization: The Chinese Model With Peter Xu Lu* -- The Blue Sword Group -- Chinese work values -- International joint ventures in China -- Motivation and reward systems in Chinese international joint ventures -- Implications for the management of joint ventures -- An agenda for research. -- 9. The Transitioning Organization: The Post-Soviet Model -- The post-Soviet model -- Volkswagen-Skoda joint venture -- German people management.

Soviet management and organization -- Soviet management in East Germany -- Soviet personnel management -- Post-Soviet people management -- People management in the Czech Republic -- Implications for managers: Western companies in Russia -- An agenda for research. -- 10. The Stakeholder Organization: The Post-Colonial Model -- The post-colonial model -- People management in South Africa -- Eskom -- AECI Explosives Ltd -- Germiston City Council -- African people management -- Indian people management -- Culture and Indian managers -- Indian management responses to liberalization -- Implications for managers: indigenous knowledge and the stakeholder approach -- An agenda for research: post-colonialism and hybridization. -- 11. Conclusion: The Future Organization -- References -- Index.