Intercultural management: A case-based approach to achieving complementarity and synergy

Recommended by: Manisha Shelat

Content:

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