Intercultural Management in Practice
Learning to Lead Diverse Global Organizations
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Modern-day business leaders need to manage diverse global organisations and teams that work in international contexts.
Intercultural Management in Practice will assist organisations of all types to manage diversity and promote inclusion in their national and international operations and markets. The themes explored encompass cross-cultural interaction among expatriates, global mindset for negotiators, decision makers and teams that work in international contexts. This book will enhance understanding of how cultural brokering is enacted as part of the labour market integration for refugees and the cultural context of learning styles both of which contribute to the design of culturally-appropriate training and development strategies and enhance the performance of employees and organizations. In these ways this engaging and informative text provides insights that enable effective responses to existing and new challenges.
This book educates and informs students and professionals on Intercultural Management in the business world by providing a foundation for the building of intercultural competence and learning how to manage cultural diversity and intercultural relations and interactions.
Chapter 1. Cross-Cultural Interaction: What We Know and What We Need to Know; Nancy J. Adler and Zeynep Aycan Chapter 2. Kavli Selling Cheese in a Tube to the World; Ilan Alon, Erik Lankut, and Massiel Henríquez Parodi Chapter 3. Intercultural Dialogues: Some Theory Guided Practical Tips for Managers; Dharm P S Bhawuk Chapter 4. Diversity in International Management: A Silver Lining to the Covid-19 Cloud - Overcoming Management Resistance to Employee Telework; Elizabeth Christopher Chapter 5. Culture Brokering in Integration Support Efforts for Refugees; Andreas Diedrich Chapter 6. By Mutual Agreement: How Can Ethnically Similar Expatriates Engage Host Country Employees; Shea X. Fan and Anne-Wil Harzing Chapter 7. Designing Culturally- Appropriate Training and Development Programs: A Learning Styles Approach; Bella L. Galperin and Betty Jane Punnett Chapter 8. The Role of Inclusion and Emotional Labour in the Intercultural Management of Australian Organisations; Sunaina Gowan Chapter 9. Integrating Refugees into the Workplace – A Collaborative Approach; Eun Su Lee, Priya A. Roy, and Betina Szkudlarek Chapter 10. Expatriate Cultural Identity Negotiation Strategies: A Dynamic Framework; Chenchen Li, Linn Eleanor Zhang, and Anne-Wil Harzing Chapter 11. Cross-Cultural Management in Complex Organizations: Challenging Dominant Identity Requirements of Mobility and Commitment; Jasmin Mahadevan, Iuliana Ancuţa Ilie, and Franziska Müller Chapter 12. Positive Intercultural Management in a Diverse and Global Workplace: A Four-Stage I4.0 Management Model; Claude-Hélène Mayer and Rudolf M Oosthuizen Chapter 13. Transforming Cross-Cultural Conflict: The Conflict-Calming Conversation; Tish Robinson Chapter 14. From Interculturality to Interpersonal Awareness: Multiple Identities in International Teams; Andrew Stow Chapter 15. Managing Virtual Teams: Creating a Virtual Community; Rob Wetton
Meena Chavan is a Senior Lecturer and Program Director of International Business at Macquarie University, Australia. Her research encompasses developing intercultural competence and cross-cultural leadership for propagating inclusion and diversity, intercultural conflict resolution in multinational corporations and enhancing the employment opportunities of people from culturally, sexual and linguistically diverse (CALD) and disability backgrounds.
Lucy Taksa is a Professor of Management and Director of the Centre for Workforce Futures in Macquarie University, Australia. Her research interests and publications are broadly on the history and future of work and management, working people and work organisation; Diversity Management, gender and cultural diversity, migrant employment and entrepreneurship.