This review summarizes a college textbook on cross-cultural management. While intended as a textbook, the book's concise writing makes it suitable for managers. It covers standard topics like cross-cultural competencies and communication, as well as practical skills like preparing for international projects. Unlike many similar books, it avoids stereotypes and cultural generalizations in its examples. The examples require analysis to understand the cultural issues, mimicking real-life cross-cultural situations. The only criticism is the book's lengthy references to two frequently cited but criticized theories of cross-cultural management.

1. Reviewforthe book:
Thomas, D. C., & Peterson, M. F. (2014). Cross-cultural management: Essential concepts. Sage
Publications.
Thisis one of the bestandmore useful Cross-culturalManagementbooksIhave readsofar. Although
intendedasacollege textbook,itsconcise writingissuitableformanagers foritskipsthe usual over
exemplification of textbooks. Authorcoversthe standardtopicsof international management(namely
cross-cultural competencies,intercultural negotiation,multicultural teamsandcross-cultural
communication) plussome extratopicsfocusedonpractical skills(preparationforinternational projects,
differentrewardsystems)andavoidsthe temptationof manysimilartitles tospeakaboutorganizational
topicswitha touch of multiculturalismastomake it deserve itscross-cultural qualification.The
“Essential concepts”partof the title doesnot dojustice tothe real scope of the book.
One of the mostnotoriousdifferencesbetween thisdelightful bookanditsconspecifics,isthe factthat
none of its examples,casesorassumptionsare basedonstereotypes.Theyare evensometimesvery
subtle,tothe pointthat readerhasto analyze whatthe cross-cultural issue is,just asinthe real-life
situationsthatmanagerswouldface.These refinedexamples stay farapart fromthe cliché of makingup
situationstoexaggerate intercultural clashes.The authorfindsaneatbalance betweenexplainingthe
cultural issue andjustifying the innerpersonal issuesof the subjects involved.
Its onlysin,althoughnotaffectingthe qualityof the furtherchapters,is along-lastingreference to
Global´sand Hofstede’sresearch.The authorsdidn’tescape fromthe enticement of speakingabout
these omnipresentworksasif mentioningthemwasprerequisite tobe acceptedintothe academic
world.Was itthe story of cross-cultural management,thisquotationswouldbe totallypertinent,butfor
a practical text,mentioning onlytwoamongmanytheories(and twoof the mostcriticized bythe
academy) doesn’tdeliveranyextraknowledge.