Suchergebnisse

Discusses cross‐cultural communication as a process of becoming aware of another culture's habits, actions and reasons behind behaviours; and explores low‐context, high‐context, frontstage and backstage cultures, along with the differences between them. Basic principles (conversational, presentation and written) are used to illustrate how cultures vary in communication style. Examples of attitude, priorities and behaviours which are influenced by culture are explained using factors of age, family, money and material possessions, space, time, priorities and gifts.

Foreword -- Acknowledgments -- Contents -- Chapter 1: Introduction - The Discovery of Cultural Computing -- 1.1 Media to Supplement Thinking and Memorization -- 1.1.1 The Transcendental (Cross-Cultural) Artist -- 1.1.2 Cultural Poiesis -- 1.2 From Occidental Unconsciousness to the Eastern Shan Shui Paintings -- 1.2.1 "Neuro-Baby" Connecting Here and There -- 1.2.2 MIT Center for Advanced Visual Studies -- 1.2.3 We Cannot Remove Our Culture -- 1.2.4 Technologies Combined with the Spirit -- 1.2.5 Meeting the Shan Shui Master -- 1.3 Cultural Structure Becomes a Communication Technology

Globalization: evolutionary roots and contemporary version -- The driving forces of diversity -- The tree of culture, evolutionary and practical -- The dynamics of culture -- Fear-free cross-cultural management -- Think global, plan local, act individual -- Change management: creating culture and evolving yourself -- Bias management -- Diversity management -- Cross-cultural motivation -- Cross-cultural leadership -- Cross-cultural business communication -- Cross-cultural negotiation -- Cross-cultural marketing.

AbstractLet a thousand flowers bloom in cross‐cultural evaluations, and let no single flower be exalted as the universal exemplar of beauty.

This article takes stock of the state of cross‐cultural management in Malaysia. It first focuses on a number of problems that cross‐cultural management faces generally, namely the lack of integrated knowledge and the possibility of subjectivity influencing the research design. Then the article looks at the state of cross‐cultural management research in Malaysia. It concludes that cross‐cultural management in Malaysia is, as yet, a series of "snapshots" with little follow‐up. Lastly, a number of themes for future research in Malaysia are proposed.