This book continues the author's work on understanding the differences among people within organizations in different cultures. It develops a mid-range theory of individual behaviour, self-concept, and interpersonal process in predicting cultural differences in organizational settings.

1: Introduction and Overview 2: General Framework and Model 3: Face and Social Context 4: Mianzi as a Form of Face 5: Lian as a Form of Face 6: The Social Actor 7: Harmony and Face 8: Societal Context 9: Organizational Context and Content 10: Resulting Patterns and Consequences 11: Conclusions and Research Agenda References Index

"This is a major, must read book for students of cross-cultural organizational behavior."--Choice "This is a 'must read' book for scholars and practitioners interested in cross-cultural influences on organizational behavior. Professor Earley's work combines a sound theoretical perspective with a myriad of practical examples to illustrate his points. This is probably the first Western book to adequately explain the Asian concept of face as it relates to both the self-concept and human behavior. I highly recommend this book."--Richard M. Steers, Kazumitsu Shiomi Professor of Management, Lundquist College of Business, University of Oregon "This book presents an original theory that links the concept of face to interpersonal behavior and macro variables, such as aspects of institutions and culture. The concept of face is universal but is manifested in culturally specific ways. It is examined in two chapters using the Chinese concepts of lian (evaluations by self and others concerning a person's adherence to rules of conduct) and mianzi (evaluation by self and others of the position of the self within a social structure). A creative integration of differential emphases on lian and mianzi in different kinds of cultures is supported by a broad literature on organizational behavior. An insightful examination of organizational behavior in the Czech Republic, India, Sweden, and the United States leads to suggestions for further research that uses this new theory."--Harry C. Triandis, University of Illinois "In this excellent monograph, Christopher Earl(e)y presents a thought-provoking analysis of social and organizational interaction....(The book) rewards the determined reader with a scholarly presentation that is both unusually broad and unusually deep."--American Journal of Psychology "This is a major, must read book for students of cross-cultural organizational behavior."--Choice "This is a 'must read' book for scholars and practitioners interested in cross-cultural influences on organizational behavior. Professor Earley's work combines a sound theoretical perspective with a myriad of practical examples to illustrate his points. This is probably the first Western book to adequately explain the Asian concept of face as it relates to both the self-concept and human behavior. I highly recommend this book."--Richard M. Steers, Kazumitsu Shiomi Professor of Management, Lundquist College of Business, University of Oregon "This book presents an original theory that links the concept of face to interpersonal behavior and macro variables, such as aspects of institutions and culture. The concept of face is universal but is manifested in culturally specific ways. It is examined in two chapters using the Chinese concepts of lian (evaluations by self and others concerning a person's adherence to rules of conduct) and mianzi (evaluation by self and others of the position of the self within a social structure). A creative integration of differential emphases on lian and mianzi in different kinds of cultures is supported by a broad literature on organizational behavior. An insightful examination of organizational behavior in the Czech Republic, India, Sweden, and the United States leads to suggestions for further research that uses this new theory."--Harry C. Triandis, University of Illinois

P. Christopher Earley is Professor of Organization Behavior at the London Business School. He is the author of five books and numerous articles and book chapters, and his most recent publications include Culture, Self-Identity, and Work (Oxford University Press 1993) and The Transplanted Executive: Managing in Different Cultures (Oxford University Press 1997).