- 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
ISBN 978-3-11-040062-5
e-ISBN (PDF) 978-3-11-037628-9
e-ISBN (EPUB) 978-3-11-039790-1
e-ISBN (EPUB) 9783110397901
Library of Congress Cataloging-in-Publication Data
A CIP catalog record for this book has been applied for at the Library of Congress.
Bibliographic information published by the Deutsche Nationalbibliothek
The Deutsche Nationalbibliothek lists this publication in the Deutsche Nationalbibliografie; detailed bibliographic data are available on the Internet at http://dnb.dnb.de.
© 2014 Walter de Gruyter GmbH, Berlin/Munich/Boston
Cover illustration: Robert Churchill/iStock/Thinkstock
Epub-production: Jouve, www.jouve.com
-
No Comment
..................Content has been hidden....................
You can't read the all page of ebook, please click here login for view all page.