Cross-Cultural Dynamics in an Era of Transition
Enhancing Learning and Cultural Intelligence in the Global Landscape
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- Description
- Contents
- About
Cross-Cultural Dynamics in an Era of Transition provides a comprehensive exploration of the skills necessary to navigate and succeed in today’s global business environment. This work delves into the profound changes brought about by globalization, migration, and technological advancements, and offers insights into how these transitions influence cross-cultural interactions at individual, team, and organizational levels. Part One examines the critical cross-cultural competencies required at various levels: individuals need cultural intelligence and a global mindset, teams benefit from team cultural intelligence for innovative collaboration, and organizations must develop firm-level cultural intelligence to handle cultural diversity effectively. Part Two addresses the evolving landscape of global business. Part Three focuses on the processes of cross-cultural learning, utilizing simulation games for training, exploring the role of cross-cultural leadership, and discussing the reconciliation of divergent corporate cultures during mergers.
This work is an essential resource for students, professionals, and leaders in the field of international business and management. Whether you are a manager navigating international assignments, a team leader fostering innovation in a diverse environment, or a student preparing for a career in global business, this work provides the knowledge and tools necessary to succeed in an era of transition.
Chapter 1. Introduction: Cross-cultural management in an era of transformation
- Chapter 2. Case study: Micro Security, the development of a micro-insurance company in two African countries
- Part I. Cultural competencies in a culturally diverse world at three levels
- Chapter 3. Cultural competencies at individual level
- Chapter 4. Cultural competencies at team level
- Chapter 5. Cultural competencies at firm level: Firm cultural intelligence
- Chapter 6. Case study: Ubuntu Management in the World Church of Christianity
- Part II. Organizational new configurations in a world in transition
- Chapter 7. The Transnational: Corporate culture and leadership as a tool for glueing together the different national subsidiaries of the transnational organization
- Chapter 8. International assignments and global mobility: New alternatives and the limits of global travel
- Chapter 9. Regional groupings: Supranational regional connections and sub-national regional differences
- Chapter 10. Case study: New global travel policy for a Dutch multinational
- Part III. Learning across cultures: Simulation games and the process of cross-cultural learning
- Chapter 11. Constructive intercultural learning: Simulation games
- Chapter 12. Cross-cultural leadership; the role of CQ, The GLOBE study, corruption and leadership in the digital age
- Chapter 13. The 17 UN goals of Sustainable Development
- Chapter 14. Case study: Mondragon’s co-operative model. The impact of globalization for co-operative firms, more specifically Rega Flandria in the Mondragon Valley in Basque country, Spain
- Chapter 15. Future perspective, role of language, intercultural competence learning, virtual learning, dissonance, culture shock
Joost Bücker is a retired senior lecturer Strategic Human Resource Management in the Institute for Management Research at Radboud University in Nijmegen, the Netherlands. He studied Sociology (MA) at the University of Tilburg and finished his PhD in 2013 at the Radboud University on the topic of ‘cultural intelligence measurement and development in China and the Netherlands’. His latest research is about the impact of team cultural intelligence on team innovation, the role of HR in expatriation processes and sustainable HR. Joost Bücker is an expert in training and consultancy on global leadership, personal & cross-cultural team effectiveness.