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"Buku ini bertujuan sebagai keseluruhan yang menarik bagi range luas dari siswa manajemen lintas budaya dan bisnis internasional sebaik praktisi, yang dapat membantu untuk membuat sense dari dunia yang kompleks dimana mereka melakukan bisnis."

"The book explores profiles of culture-management axis through secondary literature study in various languages of the East, empirical research conducted with nearly one thousand managers and 375 organizations in India. The effective management in the next millennium will be mission-based strategic integration of the team, combined with people-sensitive approach. In spite of growth of hi-tech, the emotional human issues will dominate the coming decades. Happiness and health in institutions will largely depend on successive sacrifice of greed and possessiveness in creation of wealth for human development. The meltdown in the US and its repercussions in the world are direct outcome of failure to learn these lessons. Already the world is witnessing acute consciousness of interdependence and universal linkages. This is the quintessence of Vedanta, Zen-Buddhism and Sufi order in the Eastern globe. West-dominated management technology must now synthesize with Eastern intuition and values. The book is divided into three parts. First part delves into East-West psyche. Second part presents integration-affection model as potential approach to effective management. Third part shows the author’s successful applications of the approach in different organizations while working as chief executive or consultant."

"Indonesian is huge multicultural society, which characyerized by various etnics groups and speaks a variety of regional languages, following a variety of religions and faiths and worshipping god in various ways, which forms one complete national unity in the broadest sense of the world....."

"This volume highlights how the structuring of roles, interests, and power among different organizational elements, such as teams, departments, and management hierarchies (each comprised of members from different intellectual and professional backgrounds), generates various paradoxes and tensions that bring into play a set of dynamics that have an impact on learning processes.In this context, such questions often arise : how is knowledge shared in the multicultural organization? What problems and issues emerge? How do different mentalities affect people’s responses to new knowledge and new ideas? How can knowledge-sharing processes be improved? Under which conditions do ideas generated by units or groups of different cultural traditions have a chance of being heard and implemented?"