Cross-Cultural Management in Practice

Culture and Negotiated Meanings
Based on the view that culture is dynamic and negotiated between actors, this groundbreaking book contains a collection of ten cases on cross-cultural management in practice.
'This book is an excellent collection of practical and useful cases in cross-cultural management, with some that are very different from what we would call ''traditional'' cases in cross-cultural management. They are excellent teaching material with an introduction and a conclusion that show students and practitioners how meanings are negotiated in diverse and complex cross-cultural situations.'
- Marie-Therese Claes, Louvain School of Management, Belgium

'A fascinating book for both the diversity of cultures that are touched upon (from Asia and Africa to Europe and America) and the cultural analyses that are made of various management situations resulting from the transfer of management techniques across countries or the encountering of those embedded in different cultures.'
- Philippe d'Iribarne, CNRS, France

'A group of multidisciplinary authors from various countries and cultures bring rich experience to this volume. The focus on real-life situations offers a fresh perspective on culture in organizations and management through in-depth case studies including both academic and pedagogical sides. It addresses multi-level cross-cultural issues of international strategic importance for globalizing workplaces. This insightful book is excellent reading for practitioners as well as scholars and students interested in applications in the field of cross-cultural management.'
- Cordula Barzantny, Toulouse Business School, France

'This volume offers an insightful introduction to qualitative field research aiming to understand the dynamics in intercultural business interactions. Based on the findings provided in ten rich cases from Asia, Europe, North Africa, USA and Latin America, the editors also propose strategies for more effective collaboration in challenging multiple-cultures contexts. The authors and editors have succeeded in transforming the field studies into cases that are stimulating and thought provoking readings, both for practitioners and students of cross-cultural management.'
- Anne-Marie Soderberg, Copenhagen Business School, Denmark

The cases draw on field research revealing challenges and insights from working across nations and cultures. Each case provides recommendations for practitioners that are developed into a framework for effective intercultural interactions as well as offering illustrations and insights on how to handle actual cross-cultural issues. This enriching book covers various topics including international collaborations across and within multinational companies, organizational culture in international joint ventures and knowledge transfer.

Based on empirical fieldwork and qualitative analyses, this path-breaking book will appeal to graduate and postgraduate students in international management as well as practitioners.

Contributors: G. Azevedo, C.I. Barmeyer, S. Chevrier, L. Clausen, E. Davoine, G. Hollinshead, J. Lemmergaard, J. Mahadevan, S. Michailova, S.L. Muhr, H. Primecz, I. Rittenhofer, L. Romani, S.A. Sackmann, S. Tukiainen, H. Yousfi

Contributor: Laurence Romani (Edited by), Sonja Sackmann (Edited by), Henriett Primecz (Edited by)

Pages: 192

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