Cross-Cultural Performance Management

Dr Mahmoud Moussa is a lecturer/tutor and researcher at the College of Business and Law, School of Management at RMIT University and Holmes Institute, Melbourne, Australia. He has been teaching Business and Management courses for the undergraduate and postgraduate students in Thailand and Australia for the last 15 years.  Dr Thomas M Doumani, a lecturer/tutor in the School of Management, RMIT University Melbourne. A fifty (plus) year career. Forty years industry experience working in, and leading culturally diverse teams, including expatriate postings. Then, the past ten years researching and teaching in the fields of cross-cultural management and leadership.Professor McMurray is Professor of Management/HRM and Innovation at Flinders University, South Australia. She is an international award-winning professor with over 360 publications, recipient of major grants and journal associate editor. Adela’s research expertise addresses: Innovation, Culture, Sustainability, and Leadership including Organisational Change and Development in public and private sectors.Dr Muenjohn is a researcher and educator at RMIT University, Australia. His research has been achieved through various research collaborations in the Asia-Pacific region. Nuttawuth has published extensively over 100 refereed publications. Recently, he co-edited The Palgrave Handbook of Leadership in Transforming Asia and The Palgrave Handbook of Workplace Innovation.Dr Ling is a researcher and lecturer at RMIT University, Australia. Her research focuses on cross-cultural management, cultural intelligence, international business and migrant entrepreneurship. Prior to her academic life, she was a practitioner of cross-cultural management for years.

• Chapter 1 – Performance Management Transcending Across Cultures: The Impact of Covid-19.- Chapter 2 – The Dark Side of Performance Management Systems.- Chapter 3 – Western culture meets Eastern culture: The Thailand Context.- Chapter 4 - Cultural Values Adjustment and Cultural Efficacy Blindness.- Chapter 5 – The Constraint of Organisational Culture and Performance Management Process.- Chapter 6 - Culture and Performance Management Motivation: Extrinsic and Intrinsic Notions.- Chapter 7 – The Influence of Culture-Communication and Communication-Relationship.- Chapter 8 – A Critical View of Collectivist Cultures: Could Quasi-Governmental Organisations in ASEAN Improve the AEC Scheme?.- Chapter 9 – The Possibility of Transforming Education in Thailand with e-Portfolios during the Industry 4.0 Revolution.- Chapter 10 – Job Dissatisfaction and Employee Turnover in Thailand during Covid-19.- Chapter 11 - Shifting Frameworks in a University in the ASEAN Economic Community.- Chapter 12 – Thai Automotive Organisations: Cross-cultural Competency Challenges in Post Covid-19.- Chapter 13 – Book Highlights.