A Global View on Intercultural Management
by Jürgen Rothlauf
A Global View on Intercultural Management
- A Global View on Intercultural Management
- Title Page
- Copyright Page
- Preface
- Acknowledgments
- Table of Contents
- Table of Figures
- List of Tables
- 1 Globalization and InterculturalManagement
- 1.0 Statement of the problem
- 1.1 “The Global Challenge”
- 1.2 Intercultural management
- 1.2.1 Definition of intercultural management
- 1.2.2 The importance of intercultural management
- 1.2.3 The tasks of intercultural management
- 1.2.4 Challenges in the field of intercultural management
- 1.2.5 The European Union and intercultural dialogue
- 1.2.6 Intercultural management vs. cross-cultural-management
- 1.3 The expert’s view: Interview with Dr. Thomas Zenetti
- 1.4 Case Study: Interviewing costumers in Asia –The impact of culture
- 2Cultural Reflection as a Starting Point forIntercultural Management
- 2.0 Statement of the problem
- 2.1 Acting in a different cultural setting
- 2.2 The term “culture” from a scientific-anthropologicalpoint of view
- 2.3 The Iceberg-Model
- 2.4 Approaching a systematization of differentcultural concepts
- 2.5 Insights into five cultural models
- 2.6 Comparison of the cultural models
- 2.7 The application of cultural models in the trainingpractice
- 2.8 Levels and core elements of the cultural environmentand its influence on international assignments
- 2.9 The expert’s view: Interview with Prof. Dr. GeertHofstede
- 2.10 Intercultural exercise: Bridge construction expertsamong the “Ulemans”
- 2.11 Case Study: Getting people to play ball
- 3 Corporate Culture and Internationalization
- 3.0 Statement of the problem
- 3.1 Corporate cultures in global interaction
- 3.2 Mergers & acquisitions
- 3.2.1 The terms “merger” & “acquisition”
- 3.2.2 Cross-border M&A
- 3.2.3 Reasons for M&A
- 3.2.4 Drawbacks
- 3.2.5 The process of forming M&A
- 3.2.6 Cultural Due Diligence
- 3.2.7 An evaluation of mergers & acquisitions
- 3.2.8 The influence of culture on M&A – selected results of two studies
- 3.2.9 A practical example: a pre-deal planning by KPMG
- 3.3 Interview with Peter Agnefjäll, CEO of IKEA
- 3.4 Case Study: From foundering consumer goods factoryto cookware leader: A recipe for growth
- 4 Values under the Influence of Culture andTechnology
- 4.0 Statement of the problem
- 4.1 Values and responsibilities
- 4.2 De Bono’s Six Value Medals
- 4.3 The World Values Survey
- 4.4 Valuing diversity and managing diversity
- 4.4.1 Definition of diversity
- 4.4.2 Diversity management
- 4.4.3 Diversity management within intercultural management
- 4.4.4 Theoretical approaches towards diversity management
- 4.4.5 The benefits, dangers and limitations of an active diversitymanagement
- 4.4.6 The drivers for implementing diversity management
- 4.4.7 The future development of diversity management
- 4.5 The expert’s view: Interview with Ryohei Arai
- 4.6 Case Study: A vision of a modern Arab world
- 5 Intercultural Competence
- 6 Intercultural Communication
- 6.0 Statement of the problem
- 6.1 The importance of intercultural communication
- 6.2 The communication model
- 6.3 Negotiating across cultures
- 6.4 Levels of communication
- 6.5 Verbal communication
- 6.6 Paraverbal communication
- 6.7 Nonverbal communication
- 6.8 The expert’s view: Interview with Daniel Frisch
- 6.9 Case Study: German manager meets Saudi Arabianchairman
- 7 Leadership Across Cultures
- 7.0 Statement of the problem
- 7.1 The foundation for leadership
- 7.2 Leadership styles
- 7.3 Four types of leaders
- 7.4 The Lewis Model
- 7.5 Leading across cultures: personality versus authenticity
- 7.6 Leadership affected by religion
- 7.7 The Intercultural Manager
- 7.8 The experts’ view
- 7.9 Case Study: International assignments
- 8 Multicultural Teams
- 8.0 Statement of the problem
- 8.1 The necessity of multicultural teams
- 8.2 Challenges for multicultural teams
- 8.3 The multicultural learning process
- 8.4 Multiculturality and group formation
- 8.5 Multicultural team effectiveness
- 8.6 Tuckman’s stages of group development
- 8.7 Multicultural team building
- 8.8 A study on multicultural teams: The OCCAR example
- 8.9 Questionnaire on cross-cultural teamwork (extract)
- 8.10 Exercise: Cross-cultural team building scale
- 8.11 The experts’ view
- 8.12 Role play: Multicultural team work
- 8.13 Case Study: Managing diversity at Luxury Island Resort
- 9 Intercultural Preparation and Reintegration
- 9.0 Statement of the problem
- 9.1 The role of expatriates
- 9.2 Intercultural learning and culture shock
- 9.3 Failure of expatriation: costs & causes
- 9.4 The expatriation cycle
- 9.5 Intercultural training institutions – A selection
- 9.6 Intercultural training at Robert Bosch India Limited
- 9.7 Surveys on intercultural preparation
- 9.8 Reintegration
- 9.8.1 Definitions
- 9.8.2 The repatriation process
- 9.8.3 Major difficulties for employees
- 9.8.4 Personal and intercultural problems
- 9.8.5 Phases of reintegration
- 9.8.6 Theoretical reintegration model by Jassawalla, Connolly andSlojkowski
- 9.8.7 Consequences of insufficient reintegration
- 9.8.8 Repatriation planning
- 9.8.9 The employees’ view on reintegration
- 9.8.10 Repatriation checklist
- 9.9 Role Play: Time for a coffee break
- 9.10 Case Study: Outsourcing Sends U.S. Firms to “Trainer”
- 10 Three Global Intercultural Tests
- List of References
- Index
-
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