Intercultural management. A case-based approach to achieving complementarity and synergy.

Sonst. Personen	Barmeyer, Christoph I. (Hrsg.); Franklin, Peter (Hrsg.)
Titel	Intercultural management. A case-based approach to achieving complementarity and synergy.
Quelle	London; New York, NY: Palgrave (2016), xiv, 344 S.Verfügbarkeit
Beigaben	Illustrationen
Zusatzinformation	Inhaltsverzeichnis
Sprache	englisch
Dokumenttyp	gedruckt; Monografie
ISBN	978-1-137-02737-5
Schlagwörter	Fallstudie; Diversity Management; Organisationswandel; Interkulturelles Management; Auslandsinvestition; Globalisierung; Multinationales Unternehmen; Personalentwicklung; Führungskraft
Abstract	Machine generated contents note: Acknowledgements. - Foreword. - Introduction: An Alternative Approach to Intercultural Management - From Otherness to Synergy. - PART 1: 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 2: 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 3: 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.
Erfasst von	ZBW - Leibniz-Informationszentrum Wirtschaft, Kiel
Update	2017/1