Cross-cultural management is a crucial challenge for the successful development of international business, yet it is often badly understood and poorly implemented. Misunderstandings arise as culture affects both individuals and organizations, yet attempts to understand, explain and interpret these differences have often been hidden between a welter of conflicting theories and paradigms.
This book is a much-needed guide to the theory and practice of cross-cultural management. It focuses on four key areas:
Using an innovative approach combining theory, tool-kits and applications, it takes a fresh look at this complex topic, investigating the recognition of cross-cultural differences, accounting for them in managerial communications, and bridging them in a variety of negotiations, interactions and collaborative projects.
'This is a scholarly, perceptive, well written and very interesting book that covers wide ground and addresses important aspects of societal and organizational culture in a dynamic and international world where the ability to understand the varieties of culture is crucial.' - Mats Alvesson, Professor of Business Administration, Lund University, Sweden
Introduction Or The Shadow Of The Tower Of Babel Chapter 1: The Ends, Means And Meanings Of Cultures Or The Language Connection Ends of Cultural Software Means: Objective knowledge? Meanings: Learning cultural codes as languages Ends, Means And Meanings Of Culture; The language connection Professional Bureaucracy In Action: The case of the BBC Chapter 2: Clashing Civilizations or the Global Connection Cross Cultural Aspects of Globalization Two Cassandras of Globalization: Huntington and Ritzer Cross-Cultural Compromises and Multiculturalism Shifting Cultural Identities: The global connection The Case of Integrating Kazakh Immigrants in Poland Chapter 3: Networking Organizations or the Management Connection Organizational Cultures by Design The Police Case Cultural Due Diligence in Mergers and Acquisitions The Case of Cross-Border Nordic Ventures Knowledge, Management, Criticism The Case of International Federation of Red Cross and Red Crescent Societies From Controlling to Coaching: Democracy beyond factory (office) door The case of panoptic control in a public company Manager as a Narrator: The organizational discourse The case of managerial discourse in countries divided by common languageor practice: Austria versus Germany and Germany versus Great Britain Chapter 4: Creative Communications and the Multimedia Connection Media are the Message; the shift to digital communications The Uses of the Extremes or 'Merry Christmas, Lawrence' Power and Ideology; 'The Underground' Dynamics of socialization or democracy behind the factory door; '12 Angry Men' Conclusions: Managing cross-cultural competence Notes Literature