Overview

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.

Full Product Details

Author:   Christoph Barmeyer (Germany) ,  Peter Franklin (HTWG Konstanz, , Germany)
Publisher:   Bloomsbury Publishing PLC
Imprint:   Bloomsbury Academic
Edition:   1st ed. 2017
Dimensions:   Width: 15.60cm , Height: 2.00cm , Length: 23.40cm
Weight:   0.540kg
ISBN:  

9781137027375

ISBN 10:   1137027371
Pages:   360
Publication Date:   23 March 2016
Audience:   College/higher education ,  Tertiary & Higher Education
Format:   Paperback
Publisher's Status:   Active
Availability:   Manufactured on demand  
We will order this item for you from a manufactured on demand supplier.

Table of 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.

Reviews

'Rather than experiencing cultural differences as threats to be overcome, Barmeyer and Franklin challenge the reader to experience and enjoy the richness of cultural diversity with in-depth case studies that go beyond stereotypical representations of cultural differences. This book is not only a valuable resource for cross-cultural management scholars and educators, but also a useful addition to any executive's library.' - Gunter Stahl, Vienna University of Economics and Business, Austria 'Intercultural Management addresses one of the most important issues of the 21st century: how people from around the world can work well together. It is not a question of merely recognizing differences, but rather leveraging and appreciating global diversity. Franklin and Barmeyer guide readers through the complexities of human dynamics and offer much needed analysis and advice.' - Nancy J. Adler, McGill University, Canada 'For the first time, a book that brings together theory, practice and reflective application homogeneously. The succinct approach and clarity of thought makes for an ideal resource for both students and academics alike.' - Meena Chavan, Macquarie University, Australia 'For too long the treatment of culture in management research and education has remained detached from work place settings. At last we have a well-conceived, ground-breaking book that is replete with solution-oriented, up-to-date cases for students and practitioners.' - Nigel Holden, Leeds University Business School, UK 'This is the perfect text for students and researchers who require case studies which treat culture as a complex and contextual influence. They present entertaining and engaging scenarios which get to the heart of the role of culture in today's transnational business environment and encourage the reader to explore and question a wide variety of managerial dilemmas.' - Fiona Moore, Royal Holloway, University of London, UK 'Finally, a management book on culture that doesn't reduce this important concept to simplistic, wholistic, nomothetic, value-based dimensions that do more harm than good in guiding intercultural interactions! Taking a dynamic, non-North American perspective, this book goes far in offering authentic, reflective, and practical guidance for practitioners as well as academics who want an up-close and genuine understanding of the culture in today's complex global business context.' - Mary Yoko Brannen, University of Victoria, Canada 'This book is a very valuable resource on culture in management - the texts, cases and examples are highly insightful not only for students, but also for executives. The book helps readers on their journey towards improving intercultural competencies.' - Stefan Schmid, ESCP Europe Business School, Germany

I think the academic level of the textbook is appropriate; it sounds to me like a final-year UG or MBA text. The cases included in the summary do seem to be of a good level. The text sounds interesting but some of the students might find the style a bit overly academic or technical (though some lecturers, myself included, might find that a good selling point). the diversity-focused approach is in line with the approach I take in my teaching. [I like] The European focus, and although I think 'synergistic' is too much of a buzzword, we do need more textbooks which go beyond the traditional national-business-systems approach. Fiona Moore, Royal Holloway University of London, UK This book like no other looks at the benefits and synergies of cultural diversity and how cultural diversity can be used for economic benefits in business. The book focuses largely on Europe but also encompasses material important for students in Asia and North America. The contributors to the book are all high profile cross cultural scholars which is a huge plus point for the book. I would like to use this book for a PG class in Cross Cultural Management. The academic level of this text is brilliant and excellent. The book largely focuses on case studies which is great for PG students it does fit my approach for teaching PG students. The strongest points are: a) Case studies b) High Profile contributors c) Interesting chapters. The books unique selling point will be the diverse new case studies with every topic. I may adopt it as a text for my postgraduate. Looks like a great text ,look forward to reading it. Meena Chavan, Macquarie University, Australia I very much like: the practical/academic mix, the emphasis on cultural synergies, the inclusion of a wide range of countries. The cases could be a very nice addition to textbooks in cross-cultural/international management and they could provide a more international flavour to a US/Anglo textbook. Overall, I would very much like to see the book published as it could be a useful resource. Anne-Wil Harzing, University of Melbourne, Australia Linking theory with practice and academics with specialists in the field and those that not only teach cross-cultural management to students but to adults is of key importance. Particularly the target group of third year undergraduates/postgraduates such as MBAs is particularly interested in a combination of theory and practices as it is them who will shortly be seeing to utilize their knowledge in the job market. Second, the diversity of case studies involving multiple countries/cultures and industry sectors will for sure offer unique value to readers. The academic level will for sure be fully suitable for third year undergraduates/post graduates. A long overdue and long-awaited format for student-focused and self-reflective teaching. Especially business students are very happy for such a format to emerge. The current landscape of traditional textbooks covering Hofstede and others is at most desrcriptive, not appealing to the analytical and synthezisation capabilities of students. [would you adopt] I would use every single page of it, as it standardizes somehow Cross-cultural teaching, and allows for cross-business school cooperation. A development that I foresee will become increasingly popular in the future. Good academic/practical mix, the diversity of cultures, the diversity of organizational backgrounds, occasional historical referrals. I would definitely use this book and many of its case studies. Holger Siemons, University of Northampton, UK

Author Information

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.

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