This ground breaking textbook looks at the issue of managing across cultures: the difficulties and opportunities it brings and the competencies needed to handle situation and create solutions. Applying a constructive approach, Intercultural Management demonstrates how cultural diversity can be used as a resource to demonstrate synergy and complementarity. Taking a case-based approach, its innovative case studies examine a wide range of topics in international management, helping students to explore theory in the context of real-life situations. Taking the form of an edited collection, it offers a fascinating range of perspectives from a global panel of experts in the discipline.
This will be the ideal companion to students taking courses on intercultural, cross-cultural, and international management at undergraduate, postgraduate and MBA level. It will also be valuable reading for organisations seeking to improve their intercultural management strategies.
Christoph Barmeyer is Professor of Intercultural Communication at the University of Passau, Germany. Peter Franklin is Professor of Intercultural Business and Management Communication at HTWG Konstanz University of Applied Sciences, Germany.
Acknowledgements.- Foreword .- Introduction: An Alternative Approach to Intercultural Management - From Otherness to Synergy.- PART 1: Understanding Otherness and Discord.- 1 Understanding Otherness and Discord: A Necessary but Insufficient First Step towards Generating Complementarity and Synergy from Cultural Diversity.- 2 Harmonizing Expectations: NSF International's Experience in Shanghai.- 3 Planning a Sino-British Collaborative Workshop: Negotiating Preferences and Achieving Synergy.- 4 Intercultural Challenges in International Mergers and Acquisitions: A German-Bulgarian-Romanian Case Study.- 5 How to Implement Change in a Post-acquisition Multicultural Context: The Lafarge Experience in Britain.- 6 The Intercultural Challenge of Building the European eSports League for Video Gaming.- 7 Leading Change in Mergers and Acquisitions in Asia-Pacific.- 8 Smart Spacing: The Impact of Locations on Intercultural Trust-building and Decision-making.- 9 IKEA's Ethical Dilemmas in Saudi Arabia.- PART 2: Applying Competencies and Resources .- 10 Applying Competencies and Resources: Handling Cultural Otherness as the Second Step towards Generating Complementarity and Synergy from Cultural Diversity .- 11 adidas and Reebok: What Expatriate Managers Need to Manage M & A's across Cultures.- 12 Virtual Chaos at WORLDWIDE Rx: How Cultural Intelligence Can Turn Problems into Solutions.- 13 Cultural Intelligence at Work - A Case Study from Thailand.- 14 Cultural Aspects of Offshoring to India.- PART 3: Achieving Complementarity and Synergy.- 15 Achieving Complementarity and Synergy: The Third Step to Leveraging Diversity in Intercultural Management.- 16 Future+: Intercultural Challenges and Success Factors in an International Virtual Project Team.- 17 A Tough Day for a French Expatriate in Vietnam: The Management of a Large International Infrastructure Project.- 18 Japan Tobacco International: Managing and Leveraging Cultural Diversity.- 19 Leveraging the Benefits of Diversity and Biculturalism through Organizational Design.- 20 Going Global versus Staying Local: The Performance Management Dilemma in the International Context.- 21 A Parcel to Spain: Reconciling Cultural and Managerial Dilemmas Caused by the Implementation of Corporate Culture Instruments.- 22 Managing Glocally: Resolving Intercultural Challenges in the Management of Local Multicultural Teams in a Multinational Venture.- 23 Strategic Alliances and Intercultural Organizational Change: The Renault-Nissan case.- List of Contributors.