Description
Book SynopsisBased 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.
Trade Review'Primecz, Romani, and Sackmann provide managers and educators with a powerful framework that goes beyond simple categorization of national and cultural differences in business. Their framework of negotiated meaning systems, and the rich cases that illustrate the ''in-the-moment'' experiences of global managers as they conduct business in culturally unfamiliar milieus provide managers and educators with a powerful tool for developing global managerial skills. This is a book every global manager and cross-cultural educator should have on his or her bookshelf.' --Mark E. Mendenhall, University of Tennessee, Chattanooga
'This is a unique, alternative view of culture that has both practical and theoretical significance. The creative analysis of cases from around the world moves the field beyond the sophisticated stereotyping that can result from relying solely on cultural value dimensions to decode interactions. The cases address significant cross-cultural issues, providing useful lessons and richer perspectives on culture.'
--Joyce Osland, San Jose State University, US
'Cross-Cultural Management in Practice is a powerful pick for any college-level business holding and considers the diversity of cultures around the world and how various management scenarios evolve from the transfer of business management techniques across these cultures. It analyzes the dynamics of intercultural business interactions, is based on findings provided in cases from Europe, Asia, North Africa, the US and Latin America, and offers many eye-opening cases. . . The result is a powerful survey that business managers working in an international arena will find a ''must'' reference.'
--The Midwest Book Review
Table of ContentsContents: Introduction 1. Culture and Negotiated Meanings: The Value of Considering Meaning Systems and Power Imbalance for Cross-Cultural Management Laurence Romani, Sonja A. Sackmann and Henriett Primecz 2. On the Road Again: Culturally Generic Spaces as Coping Strategies in International Consultancy Sara Louise Muhr and Jeanette Lemmergaard 3. Dynamics of Ethnocentrism and Ethnorelativism: A Case Study of Finnish–Polish Collaboration Sampo Tukiainen 4. Exploring the Cultural Context of Franco–Vietnamese Development Projects: Using an Interpretative Approach to Improve the Cooperation Process Sylvie Chevrier 5. The Intercultural Challenges in the Transfer of Codes of Conduct from the US to Europe Christoph I. Barmeyer and Eric Davoine 6. When American Management System Meets Tunisian Culture: The Poulina Case Hèla Yousfi 7. Corporate Communication Across Cultures: A Multi-level Approach Lisbeth Clausen 8. Engineering Culture(s) Across Sites: Implications for Cross-cultural Management of Emic Meanings Jasmin Mahadevan 9. Negotiating Meaning Across Borders (Finally!): Western Management Training in Eastern Europe Snejina Michailova and Graham Hollinshead 10. Intercultural Integration in Sino–Brazilian Joint Ventures Guilherme Azevedo 11. Divorcing Globalization from Orientalism: Resembling Economies and Global Value Added Iris Rittenhofer 12. Culture and Negotiated Meaning: Implications for Practitioners Sonja A. Sackmann, Laurence Romani and Henriett Primecz Index
