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and, for the most part, enlightening. Gannon expertly weaves disparate cultural threads together into a colorful and durable fabric.”

From the prepublication reviews (1993). "I read Martin Gannon's Understanding Global Cultures with delight. He is breaking new ground with the metaphor approach. It carves a new place on the world culture bookshelf."

BOOK REVIEWS OF STEPHEN J. CARROLL AND MARTIN J. GANNON’S ETHICAL DIMENSIONS OF INTERNATIONAL MANAGEMENT. THOUSAND OAKS, CA: SAGE PUBLICATIONS, 1997.

From Choice, 1997. “Well-known authors/consultants Stephen J. Carroll and Martin J. Gannon offer a framework that addresses a common dilemma faced by international managers: how to make ethical decisions in other cultures. They provide a model of culture and ethical managerial behavior as a basis for understanding complex relationships and support it with numerous short cases and examples and an in-depth review of relevant literature, including studies from a rather large number of countries. An excellent list of references is provided. Highly recommended.”

From Business Line, 1997. “Examining the relationship of national-cultural differences to ethical behavior, this book helps the reader understand the subtleties and nuances of ethical practices across nations. This innovative work uses short vignettes to illustrate each of these points while comparing and analyzing the primary influences on ethical behavior such as parenting, education, law, organizational cultures and human resource management.”

From Business & The Contemporary World, 1997. “Ethical dimensions of International Management fills a critical void in the field of comparative and international business and management....Differences in laws, human resource management practices, and organizational cultures of different nations are described in terms of their societal and cultural underpinnings....The model of culture and ethical behaviors described in chapter 1 should be helpful in organizing future ideas and empirical research in this complex area of inquiry....All in all, this book is a stimulating and welcome addition to a scholar’s bookshelf. We are delighted with its overall organization and heartily recommend it to our colleagues and students.”

EXCERPTS FROM BOOK REVIEWS, PATRICK C. FLOOD, MARTIN J. GANNON, JAAP PAAUWE, AND ASSOCIATES, MANAGING WITHOUT TRADITIONAL METHODS: INTERNATIONAL INNOVATIONS IN HUMAN RESOURCE MANAGEMENT. READING, MA AND WOKINGHAM, ENGLAND: ADDISON- WESLEY PUBLISHING CO., 1996.

From Personnel Psychology, 1997. “The impetus for this book lies in the dramatic and far-reaching changes occurring in the management of organizations worldwide. The spate of downsizing, de-layering, de-industrialization, and de-emphasis is on the traditional organizational hierarchy has largely dried up that formerly huge reservoir of acceptable human resource practices. At the same time new practices are bubbling up everywhere....we find that the authors (both American and European academics) have made a serious attempt to organize their ideas around the central theme that people are the critical factor for the future of management in the highly competitive, rapidly change world market (i.e., human resources)....I found that the “managing without” framework was an innovative way of dealing with the complex issues arising from the current business emphases upon cost containment, flexibility, quality, and global competitiveness. If there was one underlying current, it was that strategic human resource management is necessary to tie everything together....I would recommend this book to both academics and practitioners who are seriously thinking about the future, in particular how human resource management will look in the 21st century (and that should be most of us).”

From International Review of Administrative Sciences, 1996. “Three major theories are developed throughout the book: agency theory, transaction cost economics and the resource base theory of the firm. In the final chapter the authors emphasize that there is no effective substitute for human resources. On this basis they refine the resource base theory of the firm into a human resource base theory or model. Managers and personnel professionals will find that this volume introduces innovative ideas in the human resource management field.”

BOOK REVIEWS OF KEN G. SMITH, CURTIS GRIMM, AND MARTIN J. GANNON’S DYNAMICS OF COMPETITIVE STRATEGY. THOUSAND OAKS, CA: SAGE PUBLICATIONS, 1992.

From Administrative Science Quarterly, 1994. “This book compiles and synthesizes seven years of empirical research on competitive interaction and the dynamics of competitive strategy by a group of strategy scholars at the University of Maryland....The research focused on “competitive interactions” as the unit of analysis. The theoretical framework was based on communication-information theory. In this framework, an actor (firm) takes specific competitive actions (e.g., a price cut). A communication channel (e.g., a common customer) connects the competitive action taker and the responder(s). The responders(s) engages in a specific competitive response (e.g., a counter price), which has potential effects on the action taker. Competitive actions and responses affect and are affected by the industry’s competitive environment....Recently, Porter (1991) has called for a more dynamic theory of strategy. This book has in some ways anticipated Porter’s call. Few previous empirical studies in strategy has made competitive interaction the unit of analysis, and even fewer have tried to measure it. This is an important contribution. Porter (1991) has also identified several unresolved issues to guide research toward a dynamic theory of strategy. The research reported in this book has addressed some of these....Organization theorists would add that at this stage of development, process rather than variance research (Mohn, 1982) may be necessary to advance our understanding of the evolution of interplays of industry-level sources of competitive advantage, firm-level sources of distinctive competence, and competitive strategy (e.g., Burgelman, 1994). In view of this, the publication of Dynamics of Competitive Strategy serves a useful purpose. It competently illustrates what is achievable with the traditional research approach in strategic management and thereby challenges other approaches to show what additional and deeper insight they can provide.”

From Academy of Management Review, 1994. “This is a provoking book about an important but underresearched subject: the timing of competitive moves.... The authors’ major point, that the time dimension has been overlooked, is correct. The structural paradigm has helped us understand much about firms and their interactions, and even, as in Chandler’s work, about their sequence. Game theory....may offer more. But in no research do we presently have a satisfactory treatment of the speed and timing of these crucial competitive interactions....The real value of Dynamics of Competitive Strategy lies in its dedication to its topic and courageous attempt to investigate empirically the time structures of competitive interaction....it is a serious attempt to do something novel and important. As such, it is of real interest to those strategy researchers who seek a more realistic and dynamic framework than that presently offered by the IO tradition....If our theory is to survive and have meaning for managers, it will be because we discover how our world is unlike the economist’s.”