Intercultural Management

A Case-Based Approach to Achieving Complementarity and Synergy

by Christoph Barmeyer & Peter Franklin

Table of Contents


Introduction: An Alternative Approach to Intercultural Management – From Otherness to Synergy

PART I: 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 II: 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 III: 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