Slawomir Magala is Professor of Cross-cultural Management at the University of Erasmus, Rotterdam.

'This is a scholarly, perceptive, well written and very interesting book that covers wide ground and addresses important aspects of societal and organizational culture in a dynamic and international world where the ability to understand the varieties of culture is crucial.' - Mats Alvesson, Professor of Business Administration, Lund University, Sweden

• Introduction Or The Shadow Of The Tower Of Babel Chapter 1: The Ends, Means And Meanings Of Cultures Or The Language Connection Ends of Cultural Software Means: Objective knowledge? Meanings: Learning cultural codes as languages Ends, Means And Meanings Of Culture; The language connection Professional Bureaucracy In Action: The case of the BBC Chapter 2: Clashing Civilizations or the Global Connection Cross Cultural Aspects of Globalization Two Cassandras of Globalization: Huntington and Ritzer Cross-Cultural Compromises and Multiculturalism Shifting Cultural Identities: The global connection The Case of Integrating Kazakh Immigrants in Poland Chapter 3: Networking Organizations or the Management Connection Organizational Cultures by Design The Police Case Cultural Due Diligence in Mergers and Acquisitions The Case of Cross-Border Nordic Ventures Knowledge, Management, Criticism The Case of International Federation of Red Cross and Red Crescent Societies From Controlling to Coaching: Democracy beyond factory (office) door The case of panoptic control in a public company Manager as a Narrator: The organizational discourse The case of managerial discourse in countries divided by common languageor practice: Austria versus Germany and Germany versus Great Britain Chapter 4: Creative Communications and the Multimedia Connection Media are the Message; the shift to digital communications The Uses of the Extremes or 'Merry Christmas, Lawrence' Power and Ideology; 'The Underground' Dynamics of socialization or democracy behind the factory door; '12 Angry Men' Conclusions: Managing cross-cultural competence Notes Literature

Slawomir Magala is Professor of Cross-cultural Management at the University of Erasmus, Rotterdam.

'This is a scholarly, perceptive, well written and very interesting book that covers wide ground and addresses important aspects of societal and organizational culture in a dynamic and international world where the ability to understand the varieties of culture is crucial.' - Mats Alvesson, Professor of Business Administration, Lund University, Sweden

• Introduction Or The Shadow Of The Tower Of Babel Chapter 1: The Ends, Means And Meanings Of Cultures Or The Language Connection Ends of Cultural Software Means: Objective knowledge? Meanings: Learning cultural codes as languages Ends, Means And Meanings Of Culture; The language connection Professional Bureaucracy In Action: The case of the BBC Chapter 2: Clashing Civilizations or the Global Connection Cross Cultural Aspects of Globalization Two Cassandras of Globalization: Huntington and Ritzer Cross-Cultural Compromises and Multiculturalism Shifting Cultural Identities: The global connection The Case of Integrating Kazakh Immigrants in Poland Chapter 3: Networking Organizations or the Management Connection Organizational Cultures by Design The Police Case Cultural Due Diligence in Mergers and Acquisitions The Case of Cross-Border Nordic Ventures Knowledge, Management, Criticism The Case of International Federation of Red Cross and Red Crescent Societies From Controlling to Coaching: Democracy beyond factory (office) door The case of panoptic control in a public company Manager as a Narrator: The organizational discourse The case of managerial discourse in countries divided by common languageor practice: Austria versus Germany and Germany versus Great Britain Chapter 4: Creative Communications and the Multimedia Connection Media are the Message; the shift to digital communications The Uses of the Extremes or 'Merry Christmas, Lawrence' Power and Ideology; 'The Underground' Dynamics of socialization or democracy behind the factory door; '12 Angry Men' Conclusions: Managing cross-cultural competence Notes Literature

Slawomir Magala is Professor of Cross-cultural Management at the University of Erasmus, Rotterdam.

'This is a scholarly, perceptive, well written and very interesting book that covers wide ground and addresses important aspects of societal and organizational culture in a dynamic and international world where the ability to understand the varieties of culture is crucial.' - Mats Alvesson, Professor of Business Administration, Lund University, Sweden

• Introduction Or The Shadow Of The Tower Of Babel Chapter 1: The Ends, Means And Meanings Of Cultures Or The Language Connection Ends of Cultural Software Means: Objective knowledge? Meanings: Learning cultural codes as languages Ends, Means And Meanings Of Culture; The language connection Professional Bureaucracy In Action: The case of the BBC Chapter 2: Clashing Civilizations or the Global Connection Cross Cultural Aspects of Globalization Two Cassandras of Globalization: Huntington and Ritzer Cross-Cultural Compromises and Multiculturalism Shifting Cultural Identities: The global connection The Case of Integrating Kazakh Immigrants in Poland Chapter 3: Networking Organizations or the Management Connection Organizational Cultures by Design The Police Case Cultural Due Diligence in Mergers and Acquisitions The Case of Cross-Border Nordic Ventures Knowledge, Management, Criticism The Case of International Federation of Red Cross and Red Crescent Societies From Controlling to Coaching: Democracy beyond factory (office) door The case of panoptic control in a public company Manager as a Narrator: The organizational discourse The case of managerial discourse in countries divided by common languageor practice: Austria versus Germany and Germany versus Great Britain Chapter 4: Creative Communications and the Multimedia Connection Media are the Message; the shift to digital communications The Uses of the Extremes or 'Merry Christmas, Lawrence' Power and Ideology; 'The Underground' Dynamics of socialization or democracy behind the factory door; '12 Angry Men' Conclusions: Managing cross-cultural competence Notes Literature