Intercultural management : a case-based approach to achieving complementarity and synergy
Enregistré dans:
| Autres auteurs: | , |
|---|---|
| Support: | Livre |
| Langue: | Anglais |
| Publié: |
New York :
Palgrave, Macmillan education,
2016.
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| Sujets: | |
| Autres localisations: | Voir dans le Sudoc |
| Résumé: | "How can organizations and individuals manage intercultural challenges and benefit from diversity? Intercultural Management is about managing across cultures: the difficulties and opportunities it brings and the competencies needed to handle the situations and create solutions. Applying a constructive approach, this book demonstrates how cultural diversity can be used as a resource to generate synergy and complementarity. Bringing together a collection of innovative case studies on a wide range of management topics it examines the issues in international management, helping the reader to explore theory in the context of real-life situations. Key features: [bullet] Includes contributions from leading academics and practitioners. [bullet] Helps the reader develop core management competencies. [bullet] Presents authentic international case studies from a range of countries including central and Eastern Europe as well as the Asian economies. [bullet] User-friendly structure with solutions on a dedicated companion website." |
Table des matières:
- Machine generated contents note:
- 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