Hostname: page-component-586b7cd67f-vdxz6 Total loading time: 0 Render date: 2024-11-26T14:02:21.638Z Has data issue: false hasContentIssue false
  • English
  • Français

International Management Ethics: A Critical, Cross-Cultural Perspective, by Terence Jackson (Cambridge: Cambridge University Press, 2011). ISBN: 9780521618656

Published online by Cambridge University Press:  23 January 2015

Frederik Claeyé
Frederik Claeyé*
Affiliation:
Lille Catholic University
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Book Reviews
Information
Business Ethics Quarterly , Volume 23 , Issue 2 , April 2013 , pp. 331 - 334
Copyright
Copyright © Society for Business Ethics 2013

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

REFERENCES

Ang, S., & Van Dyne, L. (Eds.). 2008. Handbook of cultural intelligence: Theory, measurement, and applications. Armonk, N.Y.: M.E. Sharpe.Google Scholar
Bhabha, H.K. 1984. Of mimicry and man: The ambivalence of colonial discourse. October, 28: 125–33.CrossRefGoogle Scholar
Bhabha, H.K., 1994. The location of culture. London: Routledge.Google Scholar
Bird, F.B. 1996. The muted conscience: Moral silence and the practice of ethics in business. Westport, Conn.: Quorum.Google Scholar
Earley, P.C., & Ang, S. 2003. Cultural intelligence: Individual interactions across cultures. Stanford, Calif.: Stanford University Press.CrossRefGoogle Scholar
Earley, P.C., & Peterson, R.S. 2004. The elusive cultural chameleon: Cultural intelligence as a new approach to intercultural training for the global manager. Academy of Management Learning and Education, 3(1): 100–15. http://dx.doi.org/10.5465/AMLE.2004.12436826CrossRefGoogle Scholar
Flyvbjerg, B. 2001. Making social science matter: Why social inquiry fails and how it can succeed again, tran. Sampson, S.Cambridge.: Cambridge University Press. http://dx.doi.org/10.1017/CBO9780511810503CrossRefGoogle Scholar
Hampden-Turner, C., & Trompenaars, F. 2006. Cultural intelligence: Is such a capacity credible?. Group-Organization Management, 31(1:56–63. http://dx.doi.org/10.1177/1059601105276942CrossRefGoogle Scholar
Hofstede, G. 2001. Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations (2nd ed.). Thousand Oaks, Calif.: Sage.Google Scholar
Jackson, T. 2002. The management of people across cultures: Valuing people differently. Human Resource Management, 41(4): 455–75. http://dx.doi.org/10.1002/hrm.10054CrossRefGoogle Scholar
Narayan, U. 1998. Essence of culture and a sense of history: A feminist critique of cultural essentialism. Hypatia, 13(2): 86–106. http://dx.doi.org/10.1111/j.1527–2001.1998.tb01227.xCrossRefGoogle Scholar
Osland, J.S., & Bird, A. 2000. Beyond sophisticated stereotyping: Cultural sensemaking in context. Academy of Management Executive, 14(1): 65–79.Google Scholar
Thomas, D.C., Elron, E., Stahl, G., Ekelund, B.Z., Cerdin, J.-L., Poelmans, S., Brislin, R., Pekerti, A., Aycan, Z., Maznevski, M., Au, K., & Lazarova, M.B. 2008. Cultural intelligence: Domain and assessment. International Journal of Cross Cultural Management, 8(2): 123–43. http://dx.doi.org/10.1177/1470595808091787CrossRefGoogle Scholar