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Full Description
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.
Accompanying online resources for this title can be found at bloomsburyonlineresources.com/intercultural-management. These resources are designed to support teaching and learning when using this textbook and are available at no extra cost.
Contents
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.
