Martin J. Gannon, Ph.D.
Martin J. Gannon, Ph.D.
- Managing in Different Cultures
- Cross-Cultural Negotiations
- Strategic Management in a Global World
Martin J. Gannon (Ph.D., Graduate School of Business, Columbia University) is Professor of Strategy and International Management, College of Business Administration, California State University San Marcos. He is also Professor Emeritus, Smith School of Business, University of Maryland at College Park and received the University’s International Landmark Award for his contributions in the global area in 2003. Professor Gannon has been a Senior Research Fulbright Fellow in West Germany and the John F. Kennedy Foundation/ Fulbright Professor at Thammasat University, Bangkok, Thailand. He has also been a visiting professor at the London Business School, Bocconi University (Italy), University College - Dublin, the University of Lodz (Poland), Wuhan University, and the University of Kassel and Tubingen University in Germany, and has lectured at many other universities in the world. At the Smith School of Business he served as the Acting Associate Dean for Academic Affairs, Founding Director of the Center for Global Business, Chairperson of the Faculty of Management and Organization, Co-founder and Co-director of the Small Business Development Center, and the Founding Director of the College Park Scholars Program in Business, Society, and the Economy (an undergraduate living-learning community).
Professor Gannon has emphasized three overlapping areas of programmatic research: International management and behavior; business strategy; and the contingent workforce, particularly studies of temporary help employment. Much of his work in international management and behavior is described in depth in the book, Understanding Global Cultures: Metaphorical Journeys Through 29 Nations, Clusters of Nations, Continents, and Diversity, 4th edition forthcoming in March of 2009; Rajnandini Pillai joined him as co-author for the 4th edition. In this book Gannon introduced the concept of the cultural metaphor to describe the culture of a specific nation; a cultural metaphor is any institution, phenomenon or activity with which a nation’s citizens identify closely emotionally and/or cognitively, for example, the Swedish stuga or unadorned summer and weekend home. He then uses these metaphors and their distinctive features as frameworks to describe in depth the values and the associated business activities in each nation. The 4th edition is divided into a twelve-part framework to classify these 29 nations, clusters of nations, continents, and diversity within nations into different types, e.g., authority ranking and market pricing national cultures. Sage also published two related books in 2001: Cultural Metaphors: Readings, Research Translations, and Commentary; and Working across Cultures: Applications and Exercises. He also co-authored Ethical Dimensions of International Management, Sage, 1997, and is the Co-Editor of the Handbook of Cross-Cultural Management (Blackwell, 2002). In 2008 Sage published an extension of his cross-cultural framework, Paradoxes of Culture and Globalization. This book describes 93 cross-cultural paradoxes that are linked to the issue of globalization. In 2005/6 he co-edited a Special Issue of the journal, International Studies of Management and Organization, titled “Cultural Metaphors, Paradoxes, and Dimensions.”
In the area of contingent employment, he has written many articles, including "Managing Without A Complete, Full-Time Workforce," that appeared in Flood, Gannon, Pauuwe, and Associates, Managing Without Traditional Methods: International Innovations in Human Resource Management (Addison-Wesley, 1996). In the area of business strategy, he is the co-author of the Dynamics of Competitive Strategy (Sage, 1992), in which the authors develop a unique communication-information model of competitive interaction among firms in an industry, describe new methods for analyzing competitive moves and responses, and test hypotheses about such competitive interactions in four major industries. Mr. Gannon is also the co-author of Strategic Management Skills (Addison-Wesley, 1986), which was a pioneering effort to train MBA students in strategic case analysis and written and oral presentation skills. In 2008 Ofer Meilich and Martin Gannon will publish an article, “Redefining Value: Comparative Video Case Studies of Charles Shaw Winery and Thomas Kincade,” in the Journal of Strategic Management Education.
Mr. Gannon’s research and writing have appeared in over 90 articles and papers. Journals in which he has published include the Academy of Management Journal, The Academy of Management Review, Journal of Applied Psychology, Personnel Psychology, Industrial Relations, Monthly Labor Review, California Management Review, Business Horizons, Journal of Business Research, Journal of Business Venturing, International Journal of Management, International Journal of Intercultural Relations, Business & the Contemporary World, and the Journal of Accountancy.
Further, Professor Gannon has published several textbooks, including Management: Managing for Results (Allyn and Bacon, 1988, Spanish translation, 1996); Management: an Organizational Framework (Little, Brown and Co., 1977, and reprinted in a special edition by the Life Insurance Institute of America; second edition of this book, 1982); and Organizational Behavior (Little, Brown and Co., 1979). His organizational framework of management was incorporated into the Introduction to Management course at the Army War College for many years.
Currently Professor Gannon teaches three courses at California State University: Managing in Different Cultures; Cross-Cultural Negotiations; and Strategic Management in a Global World.
Professor Gannon has served as a consultant and trainer to a large number of organizations, including Chemical Bank of New York, the U.S. General Accounting Office, U.S. Office of Personnel Management, the Upjohn Company, the American Federation of Government Employees, ARINC, Northrop-Grumman and GEICO. At GEICO he was the main external consultant on the design and presentation of the annual Senior Management Training Program, and at Northrop-Grumman he served as the University of Maryland Academic Director of the IMPACT Training Program (International Management Program and Compliance Training), an internal certificate program required for advancement to international management positions. Professor Gannon has served on and chaired numerous committees in universities and professional/academic associations. He has lived and lectured in over 25 nations for various periods of time extending from one week to a year or more.
[ back to top ]