A case-based examination of issues in international management that helps students explore theory in the context of real-life practical situations. A focus on skills-development prepares students for future careers in international management. Cases are from a range of countries including central and Eastern Europe as well as the Asian economies.

Acknowledgements Foreword  Introduction: An Alternative Approach to Intercultural Management – From Otherness to Synergy PART 1: Understanding Otherness and Discord 1 Understanding Otherness and Discord: A Necessary but Insufficient First Step towards Generating Complementarity and Synergy from Cultural Diversity 2 Harmonizing Expectations: NSF International's Experience in Shanghai 3 Planning a Sino-British Collaborative Workshop: Negotiating Preferences and Achieving Synergy 4 Intercultural Challenges in International Mergers and Acquisitions: A German-Bulgarian-Romanian Case Study 5 How to Implement Change in a Post-acquisition Multicultural Context: The Lafarge Experience in Britain 6 The Intercultural Challenge of Building the European eSports League for Video Gaming 7 Leading Change in Mergers and Acquisitions in Asia-Pacific 8 Smart Spacing: The Impact of Locations on Intercultural Trust-building and Decision-making 9 IKEA's Ethical Dilemmas in Saudi Arabia PART 2: Applying Competencies and Resources  10 Applying Competencies and Resources: Handling Cultural Otherness as the Second Step towards Generating Complementarity and Synergy from Cultural Diversity  11 Adidas and Reebok: What Expatriate Managers Need to Manage M & A's across Cultures 12 Virtual Chaos at WORLDWIDE Rx: How Cultural Intelligence Can Turn Problems into Solutions 13 Cultural Intelligence at Work – A Case Study from Thailand 14 Cultural Aspects of Offshoring to India PART 3: Achieving Complementarity and Synergy 15 Achieving Complementarity and Synergy: The Third Step to Leveraging Diversity in Intercultural Management 16 Future+: Intercultural Challenges and Success Factors in an International Virtual Project Team 17 A Tough Day for a French Expatriate in Vietnam: The Management of a Large International Infrastructure Project 18 Japan Tobacco International: Managing and Leveraging Cultural Diversity 19 Leveraging the Benefits of Diversity and Biculturalism through Organizational Design 20 Going Global versus Staying Local: The Performance Management Dilemma in the International Context 21 A Parcel to Spain: Reconciling Cultural and Managerial Dilemmas Caused by the Implementation of Corporate Culture Instruments 22 Managing Glocally: Resolving Intercultural Challenges in the Management of Local Multicultural Teams in a Multinational Venture 23 Strategic Alliances and Intercultural Organizational Change: The Renault-Nissan case List of Contributors.

Rather than experiencing cultural differences as threats to be overcome, Barmeyer and Franklin challenge the reader to experience and enjoy the richness of cultural diversity with in-depth case studies that go beyond stereotypical representations of cultural differences. This book is not only a valuable resource for cross-cultural management scholars and educators, but also a useful addition to any executive's library.' - Gunter Stahl, Vienna University of Economics and Business, Austria 'Intercultural Management addresses one of the most important issues of the 21st century: how people from around the world can work well together. It is not a question of merely recognizing differences, but rather leveraging and appreciating global diversity. Franklin and Barmeyer guide readers through the complexities of human dynamics and offer much needed analysis and advice.' - Nancy J. Adler, McGill University, Canada 'For the first time, a book that brings together theory, practice and reflective application homogeneously. The succinct approach and clarity of thought makes for an ideal resource for both students and academics alike.' - Meena Chavan, Macquarie University, Australia 'For too long the treatment of culture in management research and education has remained detached from work place settings. At last we have a well-conceived, ground-breaking book that is replete with solution-oriented, up-to-date cases for students and practitioners.' - Nigel Holden, Leeds University Business School, UK 'This is the perfect text for students and researchers who require case studies which treat culture as a complex and contextual influence. They present entertaining and engaging scenarios which get to the heart of the role of culture in today's transnational business environment and encourage the reader to explore and question a wide variety of managerial dilemmas.' - Fiona Moore, Royal Holloway, University of London, UK 'Finally, a management book on culture that doesn't reduce this important concept to simplistic, wholistic, nomothetic, value-based dimensions that do more harm than good in guiding intercultural interactions! Taking a dynamic, non-North American perspective, this book goes far in offering authentic, reflective, and practical guidance for practitioners as well as academics who want an up-close and genuine understanding of the culture in today's complex global business context.' - Mary Yoko Brannen, University of Victoria, Canada 'This book is a very valuable resource on culture in management - the texts, cases and examples are highly insightful not only for students, but also for executives. The book helps readers on their journey towards improving intercultural competencies.' - Stefan Schmid, ESCP Europe Business School, Germany