298 pages | 8 B/W Illus.
All cultures appear to share the belief that they do things ‘correctly’, while others, until proven otherwise, are assumed to be ignorant or barbaric. When people from different cultures work together and cannot take shared meanings for granted, managers face serious challenges. An individual’s parsing of an experience and its meaning may vary according to several cultural scales – national, professional, industrial and local. Awareness of cultural differences and the willingness to view them as a positive are therefore crucial assets.
This edited textbook sets itself apart from existing cross-cultural management texts by highlighting to the reader the need to avoid both ethnocentrism and the belief in the universality of his or her own values and ways of thinking: the success of international negotiations and intercultural management depends on such openness and acceptance of real differences. It encourages the development of ‘nomadic intelligence’ and the creative use of a culture’s resources, according to a symbolic anthropology perspective. Through the essays and case studies in the chapters, readers will become aware of the intercultural dimension of business activities and better understand how they affect work.
Cross-Cultural Management will help interested parties – students of business management, international relations and other disciplines, and business managers and other professionals – develop their ability to interact, take action and give direction in an intercultural context.
'The great strength of this volume is that, unlike most writings on cross-cultural management, it is grounded in a serious and sophisticated appreciation of anthropology. It moves beyond clichés and stereotypes to provide the reader with rich insights into cultural diversity from a distinguished group of contributors.'
Christopher Grey, Professor of Organization Studies, Royal Holloway, University of London, UK.
'In an increasingly pluralized world, business and management course leaders need to promote awareness of the challenges of working in multicultural business environments, ideally in ways that exploit the creative potential that such differences uncover. The authors of this textbook are recognized authorities on these subjects and I recommend this book accordingly.'
Maria Ester de Freitas, Professor of Organizational Studies, FGV-EAESP, Brazil
"In an increasingly globalized world, an "ambicultural" perspective has become a necessity for executives and scholars of management. The nomadic intelligence that one can develop from reading this excellent collection will help readers avoid the cultural myopia that can torpedo international business initiatives."
Danny Miller, Research Professor, HEC Montreal and Chair in Family Business and Strategy, University of Alberta, Canada
'Concepts of culture in international business have long been premised on reductionist grounds. In this volume, refreshingly, more sophisticated lenses are developed to address cultures as universes of meanings that have to be negotiated in international business encounters, within which, managers need to develop a ‘nomadic intelligence’ that enables them to uncouple themselves from the taken-for-granted aspects of their own cultures, as well as from the stereotypes concerning others. In a field dominated by a science of stereotypes in the mainstream of past contributions, this is indeed refreshing.'
Stewart Clegg, Professor of Management, University of Technology, Sydney.
'Combining theoretical and practical resources, this book facilitates analysis of diverse intercultural contexts. By addressing the complex interplay between global, national and local scales, its "intercultural immersions" expose readers to the skills needed to manage cross-cultural teams and businesses.'
Lucy Taksa, Professor of Management, Macquarie University, Australia
'Academics can expect a comprehensive synthesis from the book that may be useful for their own research. Cross-Cultural Management is also a valuable resource for teaching.'
Michaël VIEGAS-PIRES, Université de Versailles Saint Quentin en Yvelines
Introduction (Jean-François Chanlat, Jean-Pierre Dupuis and Eduardo Davel) Part I: Approaches 1. Intercultural Analysis and the Social Sciences (Jean-François Chanlat) 2. Intercultural Analysis in Management: Decompartmentalizing the Classical Approaches (Jean-Pierre Dupuis) 3. An Interactionist Approach to Intercultural Management (Olivier Irrmann) Part II: Issues 4. The International Manager (Philippe Pierre) 5. International Negotiation (Jean-Claude Usunier) 6. Cultures and Business Ethics (Philippe d’Iribarne) Part III: Practices 7. Management of Intercultural Teams (Sylvie Chevrier) 8. Management of Multicultural Workforces (Eduardo Davel and Djahanchah Philip Ghadiri) 9. Management of International Alliances (Fabien Blanchot)