A wide-ranging survey of the global impact of the 215 million people who live outside their countries of origin.
Economist global business editor Guest (The Shackled Continent: Power, Corruption, and African Lives, 2004) contends that the three percent (and growing) part of the world's population that is migrating is disproportionately contributing to the creation of international wealth, both in the sense of financial assets and the development of new technological and economic capabilities. Of the total number, China contributes about 60 million and India 25 million. In the United States, immigrants make up about eight percent of the total population but formed 25 percent of the engineering and technological startups launched between 1995 and 2005. Guest shows how technological pioneers like Jack Ma, the founder of China's Internet search company Alibaba, and Pramod Bhasin of the Indian health-service provider Genpact, are not only making a lot of money for themselves but transforming their countries and the global economy. The author also highlights the work of Nandan Nilekani, a billionaire software engineer who created a universal ID system for India using biometric identifiers to help organize the government's health and labor programs. Guest is a firm believer in the transformative power of digital technology. Beyond the work of individuals, he also shows that the total volume of remittances sent home by overseas workers grew tenfold between 1990 and 2009; at $316 billion, it now makes up one of the largest sources of global liquidity. Guest locates the U.S. as the center of the activity he profiles, and he emphasizes the mutually beneficial natures of the inflow of immigrants and their interaction with the U.S. economy and culture. The author hopes that the U.S. government will reform its immigration system to maintain the inflow, and he cites one claim that worldwide freedom of movement would produce a $40 trillion gain. An informative, engaging survey of the beneficial consequences of globalization.
Pub Date: Nov. 8, 2011
ISBN: 978-0-230-11382-4
Page Count: 256
Publisher: Palgrave Macmillan
Review Posted Online: Aug. 20, 2011
Kirkus Reviews Issue: Sept. 15, 2011
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
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These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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