1. Some EDD realities -- 2. EDD categories, EDD risk, and cost -- 3. EDD principles -- 4. EDD risk and national culture variables -- 5. EDD risk and management dilemmas -- 6. EDD risk, leadership, and performance management -- 7. EDD risk and change management -- 8. EDD risk management strategies.

Defines national culture, summarizing and comparing various models of national culture, including single and multiple dimension models, historical‐social models in high and low context and monochronic and polychronic cultures. Discusses their relevance to the study and practice of local and...

Deals with national culture and its impact on the culture of the organization. National culture can be defined as “the collective mental programming” of a society. The nature of national culture will have significant implications for the organization, its management and its human resource...

Begins by analysing the nature of work relations in France. These work relations can be categorized as relatively impersonal, formal, hierarchical, partitioned, subtly politicized and flexible; and holistic. Leads into an examination of the character and role of the cadre (the manager), and of...

Compares the cultures and management styles of six countries: The Netherlands, Brazil, Germany, Japan, South Korea and Spain. The comparative analysis is based on country background, national culture, business culture, business organization, working practices and relations, and management style.

The article begins by explaining the strategic need to “think globally”. It analyses strategic perceptions of what and where the market is, and examines the competitive consequences of global thinking by the enterprise. The requirements of enterprise capacity for the effective national...

A fundamental implication of the work of Hofstede, Hampden‐Turner and Trompenaars, and other contributors to the developing body of experience and knowledge about international culture and management is that cultural interpretation and adaptation are a prerequisite to the comparative...

The purpose is to carry out a strategic evaluation of re‐engineering, restructuring, delayering and downsizing as an influential management paradigm. Contends that this contemporary paradigm is flawed. Defines and describes the contemporary strategic paradigm of the re‐engineering,...

Contends that leadership is a fundamental organizational competence. Defines leadership and the process. Identifies contingencies relevant to and analysis of leadership and the leadership process. Describes leadership as competence, and reviews a variety of the components of this competence. In...