ENGLISH

Intercultural management a case-based approach to achieving complementarity and synergy

By Peter Franklin (editor); Christoph I. Barmeyer (editor)

Book information

Year
2016
ISBN
9781137027375, 1137027371
Language
english
Format
PDF
Filesize
9 MB (8947371 bytes)
Pages
\359
Time added
2020-06-30 17:07:31

Description

Cover Contents List of Figures List of Tables Acknowledgements Foreword Introduction From Otherness to Synergy – An Alternative Approach to Intercultural Management Part 1 Understanding Otherness andDiscord 1 Understanding Othernessand 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 inInternational 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 Controversies 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&As 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 Factorsin 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 Globally: Resolving Intercultural Challenges in the Management of Local Multicultural Teams in a Multinational Venture 23 Strategic Alliances and Intercultural Organizational Change: The Renault–NissanCase List of Contributors Index

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