Preface: Understanding Cultures in Depth PART I: INTRODUCTION Chapter 1: Understanding Cultural Metaphors PART II: AUTHORITY RANKING CULTURES Chapter 2: The Thai Kingdom Chapter 3: The Japanese Garden Chapter 4: Bedouin Jewelry and Saudi Arabia Chapter 5: The Turkish Coffeehouse Chapter 6: The Brazilian Samba Chapter 7: The Polish Village Church Chapter 8: Kimchi and Korea PART III: SCANDINAVIAN EGALITARIAN CULTURES Chapter 9: The Swedish Stuga Chapter 10: The Finnish Sauna Chapter 11: The Danish Christmas Luncheon PART IV: OTHER EGALITARIAN CULTURES Chapter 12: The German Symphony Chapter 13: Irish Conversations Chapter 14: The Canadian Backpack and Flag Chapter 15: French Wine PART V: MARKET PRICING CULTURES Chapter 16: American Football Chapter 17: The Traditional British House PART VI: CLEFT NATIONAL CULTURES Chapter 18: The Malaysian Balik Kampung Chapter 19: The Nigerian Marketplace Chapter 20: The Israeli Kibbutzim and Moshavim Chapter 21: The Italian Opera Chapter 22: Belgian Lace PART VII: TORN NATIONAL CULTURES Chapter 23: The Mexican Fiesta Chapter 24: The Russian Ballet PART VIII: THE BASE CULTURE AND ITS DIFFUSION ACROSS BORDERS (CLUSTERS OF NATIONS): THE EXAMPLE OF CHINA Chapter 25: China's Great Wall and Cross-Cultural Paradox Chapter 26: The Chinese Family Altar Chapter 27: The Singapore Hawker Centers PART IX: INDIA, SHIVA, AND DIVERSITY Chapter 28: India: The Dance of Shiva Chapter 29: India: A Kaleidoscope of Diversity PART X: SAME METAPHOR, DIFFERENT MEANINGS Chapter 30: The Spanish Bullfight Chapter 31: The Portuguese Bullfight PART XI: PERSPECTIVES ON CONTINENTS Chapter 32: Australian Outdoor Recreational Activities Chapter 33: The Sub-Saharan African Bush Taxi PART XII: WHAT WE'VE LEARNED Chapter 34: An Integrative Summary References Index About the Authors
Rajnandini Pillai (Ph.D., State University of New York at Buffalo, 1994) is a Professor of Management at the College of Business, California State University San Marcos (CSUSM). She is also Executive Director and founding member of the Center for Leadership Innovation and Mentorship Building (CLIMB) at the university. Her areas of research interest are leadership and cross-cultural management. She has published her work on charismatic and transformational leadership, leadership and voting behavior, and cross-cultural differences in organizational justice in some of the leading journals in her field such as The Leadership Quarterly, Journal of Management, and the Journal of International Business Studies. She has also co-edited two books, Teaching Leadership: Innovative Approaches for the 21st Century (2003) and Follower Perspectives on Leadership (2007) and is co-author of the 4th edition of Understanding Global Cultures with Martin J. Gannon. She serves on the editorial board of The Leadership Quarterly. Rajnandini Pillai has held mid level management positions in the banking industry in India, consulted with organizations in the U.S. on leadership effectiveness, and conducted workshops on leadership and global issues. She has received awards for excellence in teaching and research including the College of Business Outstanding Professor Award, the Western Academy of Management Ascendant Scholar Award, the CSUSM President's Award for Scholarship and Creative Activity, and the Harry E. Brakebill Distinguished Professor Award. Martin J. Gannon (Ph.D., Columbia University) is Professor of International Management and Strategy, College of Business Administration, California State University San Marcos. He is also Professor Emeritus, Smith School of Business, University of Maryland at College Park. At Maryland he held several administrative positions, including the Associate Deanship for Academic Affairs and the Founding Directorship of the Center for Global Business, and received the University's International Landmark Award. Professor Gannon has authored, co-authored, or co-edited 90 articles and 17 books, including Paradoxes of Culture and Globalization (2008), Handbook of Cross Cultural Management (2001), Dynamics of Competitive Strategy (1992), Managing without Traditional Methods: International Innovations in Human Resource Management (1996) and Ethical Dimensions of International Management (1997). Professor Gannon has been the Senior Research Fulbright Professor at the Center for the Study of Work and Higher Education in Germany and the John F. Kennedy/Fulbright Professor at Thammasat University in Bangkok, and has served as a visiting professor at several Asian and European universities. He has also been a consultant to many companies and government agencies. Professor Gannon has lived and worked in over 30 nations for various periods of time as a visiting professor, consultant, and trainer. For additional information on Professor Gannon, please visit his Homepage at California State University San Marcos: www.faculty.csusm.edu/mgannon
"Excellent for understanding culture. This is an essential guide." -- Paulo Goelzer 20090806 "Gannon and his associates have written a delightful, must-read book for people who work across cultures. The cultural descriptions are easy to remember and provide much greater depth than most treatments of culture. The book provides many new insights, even for people who know these cultures well, and is very good at explaining why other cultures behave as they do. Overall, this is a book that deserves a wide audience because it is thought-provoking and significant. It could serve as a recommended and obligatory reading for master and Ph.D courses of organizational studies and intercultural management." -- Heidrich Balazs 20110210 "This is a significant book... for a multitude of audiences, including scholars, practitioners, students, expatriates, travelers, and those who are simply interested in culture... This book is also an ideal reference tool, since the metaphors are easy to remember yet rich in contextual value and are presented in a logical structure for quick consultation. Overall, this book is enormously appealing, genuinely useful, and a worthy addition to any collection." -- Thunderbird International Business Review
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