Table of Contents
Acknowledgements
Foreword
Introduction: An Alternative Approach to Intercultural Management – From Otherness to Synergy
PART I: Understanding Otherness and Discord
1. Understanding Otherness and Discord: A Necessary but Insufficient First Step towards Generating Complementarity and Synergy from Cultural Diversity
2. Harmonizing Expectations: NSF International's Experience in Shanghai
3. Planning a Sino-British Collaborative Workshop: Negotiating Preferences and Achieving Synergy
4. Intercultural Challenges in International Mergers and Acquisitions: A German-Bulgarian-Romanian Case Study
5. How to Implement Change in a Post-acquisition Multicultural Context: The Lafarge Experience in Britain
6. The Intercultural Challenge of Building the European eSports League for Video Gaming
7. Leading Change in Mergers and Acquisitions in Asia-Pacific
8. Smart Spacing: The Impact of Locations on Intercultural Trust-building and Decision-making
9. IKEA's Ethical Dilemmas in Saudi Arabia
PART II: Applying Competencies and Resources
10. Applying Competencies and Resources: Handling Cultural Otherness as the Second Step towards Generating Complementarity and Synergy from Cultural Diversity
11. adidas and Reebok: What Expatriate Managers Need to Manage M & A's across Cultures
12. Virtual Chaos at WORLDWIDE Rx: How Cultural Intelligence Can Turn Problems into Solutions
13. Cultural Intelligence at Work – A Case Study from Thailand
14. Cultural Aspects of Offshoring to India
PART III: Achieving Complementarity and Synergy
15. Achieving Complementarity and Synergy: The Third Step to Leveraging Diversity in Intercultural Management
16. Future : Intercultural Challenges and Success Factors in an International Virtual Project Team
17. A Tough Day for a French Expatriate in Vietnam: The Management of a Large International Infrastructure Project
18. Japan Tobacco International: Managing and Leveraging Cultural Diversity
19. Leveraging the Benefits of Diversity and Biculturalism through Organizational Design
20. Going Global versus Staying Local: The Performance Management Dilemma in the International Context
21. A Parcel to Spain: Reconciling Cultural and Managerial Dilemmas Caused by the Implementation of Corporate Culture Instruments
22. Managing Glocally: Resolving Intercultural Challenges in the Management of Local Multicultural Teams in a Multinational Venture
23. Strategic Alliances and Intercultural Organizational Change: The Renault-Nissan case
List of Contributors
