Reading+Assignments+&+Topics

 n,mn,m**OMD 604 - Winter 2009 TEAL TEAM HANDBOOK WORKPLACE

READING ASSIGNMENTS:** Complete brief Annotation, as assigned (Column will widen as you type).
 * **Reading** || **Annotation** ||
 * 1. Thomas, D. C. (2008). Cross-Cultural Management: Essential Concepts. Sage. [As the title suggests, a good, broad overview of “essential concepts” though it doesn't elaborate them or present lot’s of examples]

Available on Amazon at http://www.amazon.ca/Cross-Cultural-Management-Essential-David-Thomas/dp/1412939569/ref=sr_1_1?ie=UTF8&s=books&qid=1236135105&sr=8-1

Table of Contents Part I Management and Culture Part II Roles of the Global Decision Maker Part III
 * 1) Introduction: The challenge role of manager
 * 2) Describing Culture: What it is and where it comes from
 * 3) Comparing Cultures: Systematically describing cultural differences
 * 4) How Culture Works: Fundamentals of Cross Cultural Interaction
 * 1) The Manager as Decision Maker: Cross Cultural Dimensions of Decision Making
 * 2) The Manager as Negotiator: Communicating and Negotiating Across Cultures
 * 3) The Manager as Leader: Motivation and Leadership Across Cultures
 * 1) The Challenge of Multinational Work Groups and Teams
 * 2) The Challenge of International Organizations: Structure and Culture
 * 3) The Challenge of International Assignments
 * 4) The Challenge of Managing Across Cultures in the Future || Topics: Leadership and Management, Problem Solving, Decision Making

Joyce ||
 * 2. Bertoin Antal, A., (2000). Types of Knowledge Gained by Expatriate Managers. //Journal of General Management, 26(2)//, 32-51. [__ []. __]

What knowledge can expatriates bring back to their organizations on their return from jobs abroad?

Surviving and succeeding in today’s global environment requires that a company be able to understand and deal effectively with rapidly changing circumstances not only in one country but also in multiple cultures (Bartlett & Ghoshal 1989; Ohmae 1992). There are three keys to managing this challenge: a powerful strategic vision, a responsive structure, and internationally skilled people. Since it is people who create visions, design structures, and implement policies and decisions, the ability to develop employees and to use what employees have learned is the core competence organizations require in order to become and to remain competitive today. || Topics: Management, Knowledge Exchange (Meredith) ||
 * 3. [|CATaC] (Cultural Attitudes towards Technology and Communication) [Proceedings available from at [] ]

Table of Contents (from 2006) All Your Base Are Belong To Us: Humor and borderwork in amateur online videos 1 // Lori Kendall // Cultural awareness, sub-genres and regional dimensions in CMC: The case of French University websites 21 // Marie-Christine Deyrich and Nada Matas-Runquist // Cultural identity on national museum websites 34 // Mary Leigh Morbey // Is it culture or is it rhetoric? The rhetorical dimension of attitude in the Kumeyaay Web presence 49 // Constance Kampf // Readying ourselves for an Avian flu pandemic: Comment and critique upon web-based communication of preparations for Avian flu, and some implications for international ethics and justice 65 // Lelia Green and Nadine Henley // Information warfare and the end of history: Analysing the web through events 74 // Gordon Fletcher, Anita Greenhill and Roshanara Begum // Shuffling Buddies: How an Online Community Supports Heart Patients with Healthier Lifestyle Choices – an early indication of physical activity and exercise outcomes from the HeartNET intervention 90 // Leesa Bonniface, Arshad Omari and Maurice Swanson // What makes a technology appropriate or appropriable? 102 // Lorna Heaton and Gérard Nkunzimana // Internet voting: A monstrous alliance between democracy and technology? 115 // Wolter Pieters // News on the internet: do people seek a news bias? An analysis of socially, culturally and politically motivated behavior in selecting online media outlets 130 // Keith Beatty, Rob Elliott and Anthony Faiola // Cross cultural media usage and attitudes in the United Arab Emirates 142 // Robert J. Gulovsen, Tariq Bhatti, Peter John Hassall, Jihad Fakhreddine // // and Tim Walters // Technological rationality and the politics of web searching 158 || Topics: facilitating technologies, Social Support (Adrian I think this would fit your topic better - Meredith) ||
 * Cultural Diversity **
 * Technology and Information Transfer **
 * Politics, Media and Technologies **
 * 4. Clark, A. (1997). //Being there: Putting brain, body, and world together again//. Cambridge, MA: MIT Press.

Available on Amazon Brain, body, and world are united in a complex dance of circular causation and extended computational activity. In //Being There//, Andy Clark weaves these several threads into a pleasing whole and goes on to address foundational questions concerning the new tools and techniques needed to make sense of the emerging sciences of the embodied mind. Clark brings together ideas and techniques from robotics, neuroscience, infant psychology, and artificial intelligence. He addresses a broad range of adaptive behaviors, from cockroach locomotion to the role of linguistic artifacts in higher-level thought. || Topics: Facilitating technologies, leadership and management ||
 * 5. Epstein and Axtell (in Epstein__, __ J. M. & Axtell, R. (1996). //Growing Artificial Societies: Social Science from the Bottom Up//. Cambridge, MA: The MIT Press.

Available on Amazon // Growing Artificial Societies // is a groundbreaking book that posits a new mechanism for studying populations and their evolution. By combining the disciplines of cellular automata and "artificial life", Joshua M. Epstein and Robert Axtell have developed a mechanism for simulating all sorts of emergent behavior within a grid of cells managed by a computer. In their simulations, simple rules governing individuals' "genetics"" and their competition for foodstuffs result in highly complex societal behaviors. Epstein and Axtell explore the role of seasonal migrations, pollution, sexual reproduction, combat, and transmission of disease or even "culture" within their artificial world, using these results to draw fascinating parallels with real- world societies. In their simulation, for instance, allowing the members to "trade" increases overall well-being but also increases economic inequality. In //Growing Artificial Societies//, the authors provide a workable framework for studying social processes in microcosm, a thoroughly fascinating accomplishment. || Topics: Social Support ||
 * 6. Ess, C. (2001). //Culture, technology, communication//. NY: State University of New York Press.

Available on Amazon. Stability and success in our electronic global village increasingly depends on the complex interactions of culture, communication, and technology. This book offers both theoretical approaches and case studies of these interactions from diverse cultural domains, including Europe, the Middle East, Asia, and the United States. This global perspective helps to counteract the Anglo-American presumptions that have dominated discussion and literature on computer-mediated communication (CMC) technologies. The contributors uncover and challenge the culture-bound values and communicative preferences inherent in CMC technologies-including values and preferences related to gender-and also document non-Western examples of implementing these technologies in ways that catalyze global communication while preserving and enhancing local cultures. Taken together, these essays articulate the interdisciplinary foundations and practical models necessary to design and use CMC technologies in ways that help us to avoid the choice between a global but culturally homogenous "McWorld" and fragmented local cultures whose identities are preserved only in their opposition to globalization. || Topics: Facilitating Technologies, Leadership, ||
 * 7. Fontaine, G. (2006). //Successfully Meeting the Three Challenges of all International Assignments//. An //e//book available online at [].

Our world has become international. To do our business successfully today we must rely not on habits developed at home in the past--however effective there--but on strategies responsive to the international world we face. We must do this whether our business is in commerce, diplomacy, science and technology, education, entertainment, tourism, transportation, religion, communication, or the military. And to do business internationally typically requires going there, be it a short-term assignment to negotiate a treaty or a long-term one to manage a subsidiary.

This book provides both practical and conceptual insight into the management of these international assignments. It provides an honest, realistic assessment of the requirements for doing business consistently effectively on them and what personnel and their organization can do to maximize that opportunity. It reviews the commonly described strategies for doing business internationally and their weaknesses. It describes an optimal strategy for doing it and the essential skills associated with this strategy. The book then presents how an organization can best manage programs for screening, self-selection, orientation, training, travel, accommodation, and support to help personnel in using that strategy. || Topics: Leadership and Management, Team Selection, Team Building

Joyce || Gary’s book gives the reader a broad viewpoint of what it means to exist within strange lands (varying from an ecology, time, space, people, language, etc). In the beginning of the book he gives numerous examples of being present in strange lands (might be helpful if one of us gets stuck on a case study for our section). Gary then moves into looking at how individuals respond to strange lands and then moves into how we interact in strange lands to get things done. Gary does talk about what strategies can be used in trying to accomplish something in a strange land. One of his last chapters focuses specifically on globally dispersed teams that interact via electronic mediums. (I bought this book -- FYI) || //**Topics: introduction, strategies (problem-solving), facilitating tech, knowldge exchange, and managing**//
 * **8. Fontaine, G. (2008). //Presence in Strange Lands//. An //e//book available online ($9) at** [|**http://ebooks.ebookmall.com/ebook/277757-ebook.htm**]

Joyce || This paper first makes the case that effective preparation, support, and training for international assignments to, from or within Asia and the Pacific need to be based on sound models of the skills required to meet the challenges of those assignments for the assignees themselves, their families accompanying them, those managing them, and the hosts with whom they are working. The paper then presents the characteristic ecologies encountered on these international assignments; identifies copying with ecoshock, developing strategies to effectively complete essential tasks in a new ecology, and maintaining motivation as the three key challenges faced in those ecologies; and describes the skills useful in dealing effectively with these challenges. Finally, the implications for intervention programs to assist assignees in acquiring these skills and an illustrative training program outline are presented. [] (abstract) || **//Topics: decison-making, strategies, problem solving//**
 * **9. Fontaine, G. (2000). Skills for successful international assignments to, from, and within Asia and the Pacific: Implications for preparation, support, and training. In U. C. V. Haley (Ed.) //Strategic management in the Asia Pacific: Harnessing regional and organization change for competitive advantage//. Oxford, England: Butterworth-Heinemann, 327-345.**

Joyce || In the Asia Pacific, along with the rest of the world, there has been a rapid expansion in the use of geographically dispersed teams playing pivotal organizational and interorganizational roles. Yet our understanding of the conditions nurturing the task effectiveness of those teams is still embryonic. This article examines conceptual issues associated with the impact of culture, geography and technology in those teams in the Asia Pacific. It identifies the pivotal role played by “a sense of presence” (the feeling of “being there” with team members in different places and often different times) in both the effectiveness of, and satisfaction in, the use of such teams. Current research designed to explore these issues in teams in business and education in the region is described. [] (abstrac) || **//Topics:// //Team selection, strategies//**
 * 10. **Fontaine, G. (2002). Teams in Teleland: Working Effectively in Geographically Dispersed Teams “in” the Asia Pacific. //Team Performance Management, 8(5/6), 122-133//. [] **

(Kyla) || In the early days of wide-spread globalization the prototypical policy for staffing upper level management positions in local offices of multinational enterprises (MNEs) was to assign personnel from headquarters. This strategy of //expatriation// provided a major impetus for the development of the intercultural/international training field which has been the major focus of my own professional activity--someone needed to help prepare and support those “expats” as they migrated from global assignment to global assignment to home again. A decade or so ago expatriation strategies began changing to include much greater emphasis on filling local management roles with local personnel. For example, the //Shanghai Daily News// (2002) reports on a survey by a global executive search firm which concluded that the localization of executive teams is an irreversible trend in China. Leow (2002) reports that more than 40% of the MNEs in China's manufacturing, retail, banking, finance and telecommunications sectors intend to phase outs their expatriate senior executives. Downes and Thomas (2000) found that expatriation has decreased over time for U.S. subsidiaries in the petroleum/chemicals industry. These changes have been broadly documented in MNEs with headquarters throughout Europe (Bertoin Antal, Stroo & Willems, 2000), Japan (Kochan, Orlikowski. & Cutcher-Gershenfeld, 2002), Singapore (Tsang, 1999), and the U.S. with the latter perhaps making this change most rapidly (//Shanghai Daily News,// 2002). The basic arguments have been that local managers were more familiar with the local staff, clients, markets, and cultures, were less expensive to support, and doing so assuaged a variety of political, image and even ethical concerns. Additionally those in many MNEs now perceive that (a) there are more trained, experienced and competent local personnel available and/or (b) local knowledge and skills are now more recognized and valued. A plethora of anecdotal evidence indicates that in many respects this change in strategy has had some short-term performance successes. [] (abstract) -- I attempted to purchase this article electronically but it hasn't come through yet -- it seems that the only way to get it is by buying it || **//Topics: Management//** || Research over the last two decades has explored the relationship between a variety of states of consciousness, performance, and motivation. These have included flow and a sense of presence in face-to-face, online, and virtual environments. This study examined the relationship between presence and flow experienced by 75 male and female participants from several Pacific Rim nations on 4 international teams and their self-reported performance, enjoyment, and motivation associated with team-related tasks. The results indicate that in these task situations, which arc relatively novel because of their cultural diversity, self-reported performance correlated more highly with presence (r =.34. df=72, p<.01) than flow (r=.26, df=71, p<.05). Enjoyment and motivation, however, correlated more highly with flow (r=.60, df=71, p<.01 and r=.40, df=71, p<.01, respectively) than presence (r=.26, p<.05 and r= .25, p<.05). These findings suggest the need to explore further the relationship between activity- or task-related states of consciousness, the characteristics of the tasks involved, particularly in terms of their novelty, and the effect on performance and motivation. [] (abstract) || **//Topics: team selection//**
 * 11. **Fontaine, G. (2003). The “Knowledge Paradox” in Global Management: Local versus Global Assignment Strategies. //International Journal of Knowledge, Culture and Change Management, Vol. 3//, 659-669.**
 * 12. **Fontaine, G. (2004). A sense of presence and self-reported performance in international teams. //Psychological Reports, 95, 154-158//.**

(Kyla) || Until recently the prototypical policy for staffing upper level management positions in local offices of multinationals was to assign personnel from headquarters. This strategy of //expatriation// significantly enhanced the cultural diversity of local offices and--typically to a lesser degree--headquarters. A decade or so ago expatriation strategies began changing to emphasize filling local positions with local managers because local managers were more familiar with the local staff, clients, markets, and cultures, were less expensive to support, and doing so assuaged a variety of political, image and ethical concerns. Additionally there are more trained, experienced and competent local personnel available and/or local knowledge and skills are now more recognized and valued. While there may have been short-term increments in performance partially attributable to this change in expatriation strategy, there is the danger of some longer-term decrements. Although multinationals have recognized the problems "expats" have working and living abroad, they appear not to have been as attuned to the //knowledge building// produced by shuffling them around from local office to local office to headquarters, and so forth. They were involved with both the creation and exchange of knowledge associated with a vastly expanded range of tools for dealing with organizational challenges locally and globally. This expansion in knowledge and associated skills is, of course, critical to prosperity, if not survival, in our rapidly evolving local and global worlds. Further, recent theoretical developments in the //self-organization of biological systems// suggest that significantly altering the diversity of people interacting at the local level with specific knowledge and skills is likely to impact the building of this critical knowledge. This paper examines both theoretical and policy issues associated with this impact. [] (abstract only) || //**Topics: knowldge exchange, management**// (Meredith) || Over the last half century multinational enterprises have essentially "swarmed" the globe with regional and local offices in an attempt to benefit from expanded opportunities. The theme of the present paper is that this phenomenon can be usefully be viewed as significantly self-organized swarms searching a solution landscape for optimal solutions to challenges presented by new and rapidly changing organizational ecologies. The paper applies a particle swarm optimization perspective to this phenomenon, relates it specifically to current models of knowledge building and exchange in these enterprises, and discusses the implications for the globalization process. (available to purchase online via []) || //**Topics: Problem solving**//
 * 13. Font**aine, G. (2005). A Self-Organization Perspective on the Impact of Local verses Global Assignment Strategies and Knowledge Building. // [|International Journal of Diversity in Organisations, Communities and Nations], 5(1),// 57-66//.//**
 * 14. **Fontaine, G. (2006). Global Swarming. //Proceedings of the Sixth International Conference on Intelligent System Design and Applications// (ISDA'06), 1212-1215. Available at [] **

Joyce ||
 * 15. Frecon, E. (1998). //Actively supporting collaborative work//. ACCENTS Common European Newsletter, Special Issue on Telepresence and Shared Virtual Environments, 3 (2). [Available to read or download at "__ [] __]

Newsletter Article: Excerpt: “//The last few years have seen the emergence of a number of online virtual worlds. These exploit the development of the World-Wide-Web and the emergence of three-dimensional standards such as VRML to provide a shared 3D space that may be populated by a number of geographically remote users. These Collaborative Virtual Environments (CVEs) have found their first successful applications as improved chat tools//.” The article goes on to make a case that these CVEs are ideal for supporting collaborative work environments. || **Topics: Facilitating Technologies

Team Building

Knowledge Exchange ** (Meredith) ||
 * 16. Gregersen, H. B., Morrison, A. J. & Black, J. S. (1998). Developing leaders for the global frontier. //Sloan Management Review//, 40, 21-32.

Can’t find full text on Fielding Library. This summary is from Harvard Business Publishing: “//Global business today requires leaders to be like explorers, guiding their organizations through unfamiliar and turbulent environments. With markets, suppliers, competitors, technology, and customers around the world constantly shifting, traditional leadership models no longer work. The authors' three-year study across Europe, North America, and Asia indicates that companies seek more global leaders and desire future global leaders of higher caliber and quality. Research results reveal that every global leader needs certain core qualities: exhibit character, or the capacity to build relationships with people from different backgrounds and to act with high ethical standards; embrace duality, or know when and whether to act and initiate change, depending on country or region; and demonstrate savvy, or recognize worldwide market opportunities and understanding firm capabilities. Inquisitiveness--a sense of adventure and a desire to experience new things--must underlie each of these characteristics. Four strategies are particularly effective in developing global leaders: foreign travel, with immersion in the country's way of life; the formation of teams comprising individuals with diverse backgrounds and perspectives; training that involves classroom and action learning projects; and overseas assignments, which serve to broaden the outlook of future global leaders//.” || **Topics:

Leadership and Management

Team Building

Team Formation

Training

Knowledge Exchange** (Kyla) || I am trying to find this online. .
 * 17. Gristock, J. J. (1998). Organizational virtuality. British Telecom Presence Workshop, BT Labs, Ipswich, UK. [[|http://www.emeraldinsight.com/Insight/manulDocumentRequest.do?hdAction=ref_document_request&r_contentId=0&r_atitle=Organizational%20virtuality&r_jtitle=&r_issn=&r_year=1998&r_volume=&r_issue=&r_startpage=&r_endpage=&r_publisher=British%20Telecom%20Presence%20Workshop,%20BT%20Labs&r_authors=Gristock,%20J.J]]

Gary also suggested the following: Keinänen, K. & Oinas-Kukkonen, H. (2001). //Virtual Organizing as a// // Strategic Approach to Stay Competitive - A Conceptual Analysis and Case Study //. Idea Group Publishing. [[]]

Organizations are faced with a great challenge when trying to compete in the complex and unstable business environment of the twenty-first century. One of the potential solutions to this challenge is the new organizational form known as a Virtual Organization (VO). The aim of this paper is to clarify VO as a phenomenon, and to discuss different degrees of virtuality. A conceptual analysis of the phenomenon is presented, focusing on the characteristics of VO and institutional and functional views of it. This paper shows that the institutional view fails in many ways, and that the concept of VO should be understood rather as an organizational dimension than as a specific form. This paper emphasizes the ongoing process nature of virtual organizations, and therefore proposes to use the term ‘Virtual Organizing’ than ‘Virtual Organization’. An empirical study seeks to find out how the key principles of Venkatraman and Henderson’s descriptive VO model have been applied in a target organization. At the same time, the model is also evaluated. The empirical study shows that the used model provides a useful vehicle for analyzing the competitive effect of the target organization. || Topics: Facilitating Technologies ||
 * 18. Kennedy, J. & Eberhart, R. C. (2001). //Swarm Intelligence//. San Francisco: Morgan Kaufmann.

Highly philosophical book that examines concepts of thought, life and intelligence. For example argues that intelligence is not only genetically attributed but also socially linked… Swarm Intelligence is a form of artificial intelligence were the system is made out of a swarm of solutions ( I think). This is highly philosophical for my taste… I will definitely not be reading this one! I found this link that I think describes the concept well. [] || **Topics: Problem Solving

Social Support** ||
 * 19. Landis, D. & Bhagat, R. S. (1996). //Handbook of Intercultural Training, Second Edition//. Thousand Oaks, CA: Sage.

Same resource: see # 20 below ||  ||
 * 20. Landis, D., & Bennett, J. M. & Bennett, M. J. (2004). //Handbook of Intercultural Training, Third Edition//. Thousand Oaks, CA: Sage.

// From Amazon: "The Handbook of Intercultural Training, Third Edition provides a thorough grounding in the history, concepts and methods underlying intercultural training. The many analyses of tools, methods and approaches for specific contexts offer guidance in designing and conducting effective training interventions. The collected theoretical and practical information presented in this book is critical for professional interculturalists." -- Lee Gardenswartz, Ph.D. and Anita Rowe, Ph.D "This book is just in time and just for me. It's as if someone assembled all the interculturalists I admire and respect and bribed them to share their latest and best thoughts in a well-crafted chapter. You'll probably feel the same way." -- Sivasailam "Thiagi" Thiagarajan, Ph. D // || **Topics:** **Training (not a topic on our list)

Leadership and Management**


 * Knowledge Exchange** ||
 * 21. __Laroche, L. & Rutherford, D. (2006). //Recruiting, Retaining and Promoting Culturally Different Employees//. Butterworth-Heinemann.__

From HR Magazine through Amazon: "//This book is a great success on several fronts. It identifies and frames the key issues extremely well, the examples are fascinating and always to the point, and the advice is well thought out out and very practical. Recruiting, Retaining and Promoting Culturally Different Employees leaves the reader wanting more, not because the authors have left anything important out but because their insights are so valuable." - Craig Storti, Intercultural Consultant and Trainer, and Author of The Art of Crossing Cultures "This work is an invaluable resource for global recruitment. Leading organizations agree that a diverse workforce generates the resilience necessary for a sustainable future. Yet traditional hiring practices obstruct the goal of achieving an ideal employee base. Finally, we have an illuminating, practical guidebook which explains cultural differences in the workplace and expands our worldview." -- Noel Kreicker, President, IOR Global Services "From a talent management perspective North America is in a 'perfect storm'. Increased globalization, demographics and fierce competition for scarce human capital means organizations are grappling with issues of attraction and retention of employees. Into this storm come Lionel Laroche and Don Rutherford with a beacon of light to guide us. Those who read and embrace the concepts in Recruiting, Retaining and Promoting Culturally Different Employees will find they are being given both the vessel and guidance necessary to weather the storm and will come out the other end wiser, stronger, and fully able to capitalize on the 'Diversity Advantage'. This is a must read book for recruiters, managers, recent immigrants and anyone in a culturally diverse workplace. Each chapter crisps down complex issues and ideas into bite sized bits of information that are wrapped in stories we can all relate to. The book lays out in an easy step-by-step fashion do's and don'ts from the recruiter/manager and the applicant/employee perspectives." -- Michael Hazell, President, The Talent Management Company, Career Partners/Hazell Associates ...aimed at HR practitioners, line managers, culturally diverse employees and organizations that help immigrants find jobs-examines how cultural differences affect nuts-and-bolts employment issues like resumes, job interviews, orientation, manager-employee relationships, teamwork, career management, retention and promotion.-HR Magazine, March 2007// || **Topics: Team selection

Team Building**


 * Team Transition**

(Kyla) || "Virtual teams and networks–effective, value-based, swiftly reconfiguring, high-performing, cost-sensitive, and decentralized–will profoundly reshape our shared world. As members of many virtual groups, we will all contribute to these ephemeral webs of relationships that together weave our future." –from Virtual Teams, Second Edition There are no such things as boundaries in todays work environment. Virtual teams from all over the world use technologies like the Internet, intranets, and groupware to work together on projects–but the major drawback to these teams is their high failure rate. Virtual Teams examines the numerous problems that arise and provides you with proven techniques to solve them. Written by the two leading experts in networked organizations, this Second Edition shows you how to effectively start, implement, and maintain virtual teams in your own organization. Lipnack and Stamps present a comprehensive framework that makes virtual teams accessible and practical, describing the best practices to use in order to make your group excel. The authors present the 90/10 Rule, which stresses how a virtual teams success is based 900n the people involved and 100n the technology. They also take you through the seven steps that every team must complete in order to achieve their results. These include: · Creating a team identity · Drafting a mission statement and setting goals · Determining milestones and establishing a schedule · Identifying team members and their roles · Choosing the appropriate media On Amazon [|here]. || **Topics: Team Selection, Team Building, Facilitating Technologies** ||
 * 22. __Lipnack, J. & Stamps, J. (2000). //Virtual teams: People working across boundaries with technology.// NY: Wiley.__
 * 23. __Majidi, M. (2006). Cultural Factors in International Mergers and Acquisitions: When and Where Culture Matters. //The International Journal of Knowledge, Culture and Change Management, Volume 6, Issue 7//, 1-18.__ http://ijm.cgpublisher.com/product/pub.28/prod.520

Examines the effects of culture on the outcome and phases of IM&As focusing on the international aspect of culture and measuring success from organizations' internal perspective. || **Topics:**
 * Team Transition/Dissolution** ||
 * 24. __Mendenhall, M. E., Kuhlmann, T. M. & Stahl, G. K. (2001). //Developing global business leaders: Policies, processes, and innovations//. Westport, Connecticut: Quorum Books.__

The widening gap between the requirements of multinational organizations and the strategic and managerial abilities of their leaders, many of whose core experiences predated the globalization of business, has created the need for this book. Editors Mark E. Mendenhall, Torsten M. Kuhlmann, and Gunter K. Stahl have organized the results of their research--and that of their colleagues in the fields of leadership development, international management, and organizational psychology--for the benefit of scholars and practitioners alike. After surveying current practices to bring the reader up to speed on global leadership development as pursued by the United States, Germany, Japan, and with regard to women in leadership positions, the book's focus shifts to a discussion of effective organizational processes. In the third and final section, contributors analyze the research that has been done on extending human resource management functional practices--such as selection instrumentation, the use of assessment centers, multinational work groups, cross-cultural training programs, and repatriation policies--to global leadership development. On Amazon [|here]. || **Topics:**
 * Team Leadership and Management** ||
 * 25. __Moran, R. T., Harris, P. R. & Moran, S. V. (2007). //Managing cultural differences: Global Leadership strategies for the 21st Century//. Butterworth-Heinemann.__

"The number one agenda item for leadership development is Global leadership and doing business effectively in the different regions of the world. These skills are absolutely critical for business success, and this book articulates clearly how leaders need to navigate around the world to foster long-term relationships and to build successful global businesses. This timely 7th edition will be one of our most valued resources for guiding executive and leadership development worldwide." --James K. O'Hern, Director of Leadership Development, Honeywell On Amazon [|here]. || **Topics: Team Leadership and Management** || //110 Experiences for Multicultural Learning// combines simulations, exercises, and structured role-playing activities that have been used in psychology classrooms and counseling training programs. These experiences will successfully—and simply—demonstrate the relevance of cultural diversity in psychological topics and bring multicultural learning to life! Psychology instructors and multicultural trainers will find easy-to-use experiences with detailed objectives, procedures, and debriefing information plus all the handout and supplemental materials needed to carry out the experience. Additionally students will find these experiences interesting, thought-provoking, rewarding, and fun as each experience has the potential to maximize interactive learning both among culturally different persons in the classroom and with the multicultural community context outside the classroom. Four categories of experiences-brief 30-minute introductory experiences, longer one-hour experiences, two-hour laboratory and workshop-like experiences as well as homework activities—make //110 Experiences for Multicultural Learning// suitable for a variety of settings and classrooms. On Amazon [|here]. || **Topics:** ||
 * 26. __Pedersen, P. (2004). //110 Experiences for Multicultural Learning//. American Psychological Association Press.__
 * 27. __Riva, G., Davide, F. & Ijsselsteijn, W. A. (2002). Being there: Concepts, effects and measurements of user presence in synthetic environments. Amsterdam, The Netherlands: IOS Press. [Available to read or download at [] ]__

‘Presence’, the sense of ‘being there’ in a mediated environment, has been applied to describe the user experience when interacting with advanced media interfaces such as virtual environments. Why examine the concept of presence? There are compelling practical and theoretical reasons. The definition of the construct of presence is of particular interest today because it has the potential relevance for the design and evaluation of a broad range of interactive and non-interactive media and applications in several areas such as medicine, entertainment, education and training. An enhanced sense of presence plays an important role in technologies such as the video telephone, high definition television (HDTV), 3G portable phones, home and arcade video games, the World Wide Web, and more. The book examines the different facets of the concept of presence. It begins by noting practical and theoretical reasons for studying this concept. Different theories of presence are identified and a detailed description of the concepts included in these conceptualizations is presented. Then, existing research about the factors that encourage or discourage a sense of presence in media users as well as the physiological and psychological effects of presence are outlined. Finally, suggestions concerning possible evolutions of this concept allowed by the diffusion of ambient intelligence and 3G portable communication are presented. || **Topics: Facilitating Technologies** || Overview (from start of book): This book is a guide and sourcebook designed to be used as a “job aid” by purchasers and users of intercultural services and products. It will give you the information and advice you need to make wise buying decisions and to establish effective working relationships with your providers. Business globalization and cultural diversity in the workplace have created significant challenges and opportunities for most corporations and organizations. Increasingly, they are seeking outside resources to confront, manage, and benefit from these new realities. Assistance is available in great abundance and variety. On Amazon [|here]. || **Topics:** (possibly Meredith) ||
 * 28. Wederspahn, G. M. (2000). //Intercultural services: A worldwide buyer's guide and sourcebook//. Houston: Gulf Publishing.