Cross-Cultural Management in Practice

Edited by Henriett Primecz, Corvinus University of Budapest, Hungary, Laurence Romani, Stockholm School of Economics, Sweden and Sonja Sackmann, Professor Emerita of Organizational Behaviour, Department of Economics, Management & Organization Sciences, University of the Bundeswehr Munich, Germany

'Primecz, Romani, and Sackmann provide managers and educators with a powerful framework that goes beyond simple categorization of national and cultural differences in business. Their framework of negotiated meaning systems, and the rich cases that illustrate the ''in-the-moment'' experiences of global managers as they conduct business in culturally unfamiliar milieus provide managers and educators with a powerful tool for developing global managerial skills. This is a book every global manager and cross-cultural educator should have on his or her bookshelf.'--Mark E. Mendenhall, University of Tennessee, Chattanooga'This is a unique, alternative view of culture that has both practical and theoretical significance. The creative analysis of cases from around the world moves the field beyond the sophisticated stereotyping that can result from relying solely on cultural value dimensions to decode interactions. The cases address significant cross-cultural issues, providing useful lessons and richer perspectives on culture.'--Joyce Osland, San Jose State University, US'Cross-Cultural Management in Practice is a powerful pick for any college-level business holding and considers the diversity of cultures around the world and how various management scenarios evolve from the transfer of business management techniques across these cultures. It analyzes the dynamics of intercultural business interactions, is based on findings provided in cases from Europe, Asia, North Africa, the US and Latin America, and offers many eye-opening cases. . . The result is a powerful survey that business managers working in an international arena will find a ''must'' reference.'--The Midwest Book Review

• Contents:Introduction1. Culture and Negotiated Meanings: The Value of Considering Meaning Systems and Power Imbalance for Cross-Cultural ManagementLaurence Romani, Sonja A. Sackmann and Henriett Primecz2. On the Road Again: Culturally Generic Spaces as Coping Strategies in International ConsultancySara Louise Muhr and Jeanette Lemmergaard3. Dynamics of Ethnocentrism and Ethnorelativism: A Case Study of Finnish–Polish CollaborationSampo Tukiainen4. Exploring the Cultural Context of Franco–Vietnamese Development Projects: Using an Interpretative Approach to Improve the Cooperation ProcessSylvie Chevrier5. The Intercultural Challenges in the Transfer of Codes of Conduct from the US to EuropeChristoph I. Barmeyer and Eric Davoine6. When American Management System Meets Tunisian Culture: The Poulina CaseHèla Yousfi7. Corporate Communication Across Cultures: A Multi-level ApproachLisbeth Clausen8. Engineering Culture(s) Across Sites: Implications for Cross-cultural Management of Emic MeaningsJasmin Mahadevan9. Negotiating Meaning Across Borders (Finally!): Western Management Training in Eastern EuropeSnejina Michailova and Graham Hollinshead10. Intercultural Integration in Sino–Brazilian Joint VenturesGuilherme Azevedo11. Divorcing Globalization from Orientalism: Resembling Economies and Global Value AddedIris Rittenhofer12. Culture and Negotiated Meaning: Implications for PractitionersSonja A. Sackmann, Laurence Romani and Henriett PrimeczIndex