Intercultural management a case-based approach to achieving complementarity and synergy

Cover
Contents
List of Figures
List of Tables
Acknowledgements
Foreword
Introduction From Otherness to Synergy – An Alternative Approach to Intercultural Management
Part 1 Understanding Otherness andDiscord
	1 Understanding Othernessand 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 inInternational 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 Controversies 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&As 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 Factorsin 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 Globally: Resolving Intercultural Challenges in the Management of Local Multicultural Teams in a Multinational Venture
	23 Strategic Alliances and Intercultural Organizational Change: The Renault–NissanCase
List of Contributors
Index