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A Global View on Intercultural Management

Book Description

Whatever their industry of origin, all companies are facing the same challenge to a greater or lesser degree: globalization. It is becoming more and more evident that companies need to plan ahead and anticipate coming developments if they are to be successful in the future. Today, it is crucial to establish a solid competitive position in the global arena. There is no doubt that a corporate culture that is open to innovation and shaped by global thinking, plays a key role in this context. A culture in which representatives of different countries und cultures can come together, anticipating and understanding the cultural challenges, creates the foundation of any international business. A global view on intercultural management will be the key to successfully doing business in diverse cultural environments.

Table of Contents

  1. A Global View on Intercultural Management
  2. Title Page
  3. Copyright Page
  4. Preface
  5. Acknowledgments
  6. Table of Contents
  7. Table of Figures
  8. List of Tables
  9. 1 Globalization and InterculturalManagement
    1. 1.0 Statement of the problem
    2. 1.1 “The Global Challenge”
      1. 1.1.1 Global challenges
      2. 1.1.2 The intercultural answer
    3. 1.2 Intercultural management
      1. 1.2.1 Definition of intercultural management
      2. 1.2.2 The importance of intercultural management
      3. 1.2.3 The tasks of intercultural management
      4. 1.2.4 Challenges in the field of intercultural management
      5. 1.2.5 The European Union and intercultural dialogue
      6. 1.2.6 Intercultural management vs. cross-cultural-management
    4. 1.3 The expert’s view: Interview with Dr. Thomas Zenetti
    5. 1.4 Case Study: Interviewing costumers in Asia –The impact of culture
  10. 2Cultural Reflection as a Starting Point forIntercultural Management
    1. 2.0 Statement of the problem
    2. 2.1 Acting in a different cultural setting
    3. 2.2 The term “culture” from a scientific-anthropologicalpoint of view
    4. 2.3 The Iceberg-Model
    5. 2.4 Approaching a systematization of differentcultural concepts
      1. 2.4.1 Keller’s cultural concept
      2. 2.4.2 Luthans’ cultural concept
      3. 2.4.3 Kluckhohn’s cultural concept
      4. 2.4.4 Schein’s Model: Three Levels of Culture
      5. 2.4.5 Symbols
      6. 2.4.6 Heroes
      7. 2.4.7 Rituals
      8. 2.4.8 Value systems
    6. 2.5 Insights into five cultural models
      1. 2.5.1 Hall’s Cultural Model
      2. 2.5.2 Hofstede’s 5-Dimension Model
      3. 2.5.3 Trompenaars’ 7-D-Model
      4. 2.5.4 Schwartz’ Cultural Model
      5. 2.5.5 GLOBE-Study
    7. 2.6 Comparison of the cultural models
    8. 2.7 The application of cultural models in the trainingpractice
    9. 2.8 Levels and core elements of the cultural environmentand its influence on international assignments
      1. 2.8.1 Questioning one’s own cultural point of view
      2. 2.8.2 Core elements of the cultural environment
      3. 2.8.3 Regarding the interrelation of the core elements
    10. 2.9 The expert’s view: Interview with Prof. Dr. GeertHofstede
    11. 2.10 Intercultural exercise: Bridge construction expertsamong the “Ulemans”
    12. 2.11 Case Study: Getting people to play ball
  11. 3 Corporate Culture and Internationalization
    1. 3.0 Statement of the problem
    2. 3.1 Corporate cultures in global interaction
      1. 3.1.1 A research project on global cultural development
      2. 3.1.2 Cultural integration drivers
    3. 3.2 Mergers & acquisitions
      1. 3.2.1 The terms “merger” & “acquisition”
      2. 3.2.2 Cross-border M&A
      3. 3.2.3 Reasons for M&A
      4. 3.2.4 Drawbacks
      5. 3.2.5 The process of forming M&A
      6. 3.2.6 Cultural Due Diligence
      7. 3.2.7 An evaluation of mergers & acquisitions
      8. 3.2.8 The influence of culture on M&A – selected results of two studies
      9. 3.2.9 A practical example: a pre-deal planning by KPMG
    4. 3.3 Interview with Peter Agnefjäll, CEO of IKEA
    5. 3.4 Case Study: From foundering consumer goods factoryto cookware leader: A recipe for growth
  12. 4 Values under the Influence of Culture andTechnology
    1. 4.0 Statement of the problem
    2. 4.1 Values and responsibilities
    3. 4.2 De Bono’s Six Value Medals
    4. 4.3 The World Values Survey
      1. 4.3.1 An overview on the project
      2. 4.3.2 Sample questions from the World Values Survey
    5. 4.4 Valuing diversity and managing diversity
      1. 4.4.1 Definition of diversity
      2. 4.4.2 Diversity management
      3. 4.4.3 Diversity management within intercultural management
      4. 4.4.4 Theoretical approaches towards diversity management
      5. 4.4.5 The benefits, dangers and limitations of an active diversitymanagement
      6. 4.4.6 The drivers for implementing diversity management
      7. 4.4.7 The future development of diversity management
    6. 4.5 The expert’s view: Interview with Ryohei Arai
    7. 4.6 Case Study: A vision of a modern Arab world
  13. 5 Intercultural Competence
    1. 5.0 Statement of the problem
    2. 5.1 Definition
      1. 5.1.1 Cluster 1: Attitude
      2. 5.1.2 Cluster 2: Knowledge and skills
      3. 5.1.3 Cluster 3: Internal and external outcomes
    3. 5.2 Relevance of intercultural competence
    4. 5.3 Intercultural competence in the framework of the7-S-Model
      1. 5.3.1 The “hard” elements of the 7-S-Model
      2. 5.3.2 The “soft” elements of the 7-S-Model
    5. 5.4 WWW – a selection of intercultural sites
    6. 5.5 The experts’ view
      1. 5.5.1 Interview with Abdulaziz Al-Mikhlafi
      2. 5.5.2 Interview with Peter Wollmann
    7. 5.6 Case Study: Why did Walmart leave Germany?
  14. 6 Intercultural Communication
    1. 6.0 Statement of the problem
    2. 6.1 The importance of intercultural communication
    3. 6.2 The communication model
    4. 6.3 Negotiating across cultures
    5. 6.4 Levels of communication
    6. 6.5 Verbal communication
      1. 6.5.1 Language
      2. 6.5.2 Distinctive language features
      3. 6.5.3 Translation problems
      4. 6.5.4 English as a lingua franca
      5. 6.5.5 Direct and indirect styles of verbal communication
      6. 6.5.6 Written communication
      7. 6.5.7 Listening skills
    7. 6.6 Paraverbal communication
      1. 6.6.1 Communicating to display emotion
      2. 6.6.2 Effect of speaking
    8. 6.7 Nonverbal communication
      1. 6.7.1 Six categories of nonverbal communication
      2. 6.7.2 Dress code
      3. 6.7.3 Business cards
      4. 6.7.4 Gifts
    9. 6.8 The expert’s view: Interview with Daniel Frisch
    10. 6.9 Case Study: German manager meets Saudi Arabianchairman
  15. 7 Leadership Across Cultures
    1. 7.0 Statement of the problem
    2. 7.1 The foundation for leadership
    3. 7.2 Leadership styles
      1. 7.2.1 Authoritarian leadership
      2. 7.2.2 Paternalistic leadership
      3. 7.2.3 Participative leadership
      4. 7.2.4 Laissez-faire leadership
      5. 7.2.5 Transformational leadership
      6. 7.2.6 Charismatic leadership
      7. 7.2.7 Transactional leadership
      8. 7.2.8 Leadership styles in the international context
    4. 7.3 Four types of leaders
    5. 7.4 The Lewis Model
    6. 7.5 Leading across cultures: personality versus authenticity
    7. 7.6 Leadership affected by religion
      1. 7.6.1 Confucianism influencing leadership
      2. 7.6.2 Islam influencing leadership
      3. 7.6.3 Hinduism influencing leadership
    8. 7.7 The Intercultural Manager
    9. 7.8 The experts’ view
      1. 7.8.1 Interview with Juergen Dlugi, CEO, Konecranes
      2. 7.8.2 Interview with Steffen Keil, Siemens Saudi Arabia
    10. 7.9 Case Study: International assignments
  16. 8 Multicultural Teams
    1. 8.0 Statement of the problem
    2. 8.1 The necessity of multicultural teams
    3. 8.2 Challenges for multicultural teams
    4. 8.3 The multicultural learning process
    5. 8.4 Multiculturality and group formation
    6. 8.5 Multicultural team effectiveness
      1. 8.5.1 Conflict as a chance
      2. 8.5.2 Team effectiveness and nationality
      3. 8.5.3 Team effectiveness and international work experience
      4. 8.5.4 Team effectiveness and language
      5. 8.5.5 Team effectiveness and international composition
      6. 8.5.6 Team effectiveness and the nature of the task
    7. 8.6 Tuckman’s stages of group development
      1. 8.6.1 Forming
      2. 8.6.2 Storming
      3. 8.6.3 Norming
      4. 8.6.4 Performing
      5. 8.6.5 Adjourning
    8. 8.7 Multicultural team building
    9. 8.8 A study on multicultural teams: The OCCAR example
    10. 8.9 Questionnaire on cross-cultural teamwork (extract)
    11. 8.10 Exercise: Cross-cultural team building scale
    12. 8.11 The experts’ view
      1. 8.11.1 Interview with Jerry Holm, DB Schenker
      2. 8.11.2 Interview with Heidrun Buss, AHK Guangzhou
    13. 8.12 Role play: Multicultural team work
    14. 8.13 Case Study: Managing diversity at Luxury Island Resort
  17. 9 Intercultural Preparation and Reintegration
    1. 9.0 Statement of the problem
    2. 9.1 The role of expatriates
    3. 9.2 Intercultural learning and culture shock
      1. 9.2.1 Definition of culture shock
      2. 9.2.2 Culture shock models
      3. 9.2.3 Types of reaction to culture shock
      4. 9.2.4 Culture Shock: India
      5. 9.2.5 Culture Shock: Saudi Arabia
    4. 9.3 Failure of expatriation: costs & causes
    5. 9.4 The expatriation cycle
      1. 9.4.1 Aspects of a successful international assignments
      2. 9.4.2 Role of the family
      3. 9.4.3 Pre-departure preparation
      4. 9.4.4 Expatriate support
      5. 9.4.5 Training methods and their application in the training practice
    6. 9.5 Intercultural training institutions – A selection
      1. 9.5.1 Kwintessential
      2. 9.5.2 CDC – Carl Duisberg Centren
      3. 9.5.3 IFIM – Institute for Intercultural Management
      4. 9.5.4 IKUD – Institute for Intercultural Didactics
      5. 9.5.5 Further training institutes
    7. 9.6 Intercultural training at Robert Bosch India Limited
      1. 9.6.1 Global Corporate Etiquette
      2. 9.6.2 Intercultural Training: Country-specific
    8. 9.7 Surveys on intercultural preparation
      1. 9.7.1 Intercultural preparation in big companies
      2. 9.7.2 Intercultural preparation in SME
    9. 9.8 Reintegration
      1. 9.8.1 Definitions
      2. 9.8.2 The repatriation process
      3. 9.8.3 Major difficulties for employees
      4. 9.8.4 Personal and intercultural problems
      5. 9.8.5 Phases of reintegration
      6. 9.8.6 Theoretical reintegration model by Jassawalla, Connolly andSlojkowski
      7. 9.8.7 Consequences of insufficient reintegration
      8. 9.8.8 Repatriation planning
      9. 9.8.9 The employees’ view on reintegration
      10. 9.8.10 Repatriation checklist
    10. 9.9 Role Play: Time for a coffee break
    11. 9.10 Case Study: Outsourcing Sends U.S. Firms to “Trainer”
  18. 10 Three Global Intercultural Tests
    1. 10.1 Siemens AG – Globality Check
      1. 10.1.1 Presentation
      2. 10.1.2 Feedback
      3. 10.1.3 Meetings
      4. 10.1.4 Negotiating
      5. 10.1.5 Socializing
      6. 10.1.6 International Projects
      7. 10.1.7 Delegation
      8. 10.1.8 Debriefing
    2. 10.2 An intercultural crossword puzzle
    3. 10.3 A test of global management skills
    4. 10.4 Solutions
      1. 10.4.1 Globality Check
      2. 10.4.2 Further solutions
      3. 10.4.3 Intercultural Exercise (p. 66): Instructions for the “Ulemans”
  19. List of References
  20. Index