Intercultural management a case-based approach to achieving complementarity and synergy PDF
Preview Intercultural management a case-based approach to achieving complementarity and synergy
‘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.’ – Günter 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 edu- cation 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 stud- ies which treat culture as a complex and contextual influence. They present entertaining and engaging scenarios which get to the heart of the role of cul- ture 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 inter- cultural competencies.’ – Stefan Schmid, ESCP Europe Business School, Germany Published by Palgrave: Intercultural Interaction. A Multidisciplinary Approach to Intercultural Communication, 2009, by Helen Spencer-Oatey and Peter Franklin Published by other publishers: Taschenlexikon Interkulturalität. Vandenhoeck & Ruprecht, 2012, by Christoph Barmeyer Management interculturel et styles d’apprentissage. PUL, 2007, by Christoph Barmeyer The Mindful International Manager. How to Work Effectively across Cultures. 2nd edition. Kogan Page, 2014, by Jeremy Comfort and Peter Franklin Multinational Enterprises and Innovation: Regional Learning in Networks. Routledge, 2012, by Martin Heidenreich, Christoph Barmeyer, Knut Koschatzky/ Jannika Mattes, Elisabeth Baier and Katharina Krüth Intercultural Management A Case-Based Approach to Achieving Complementarity and Synergy Edited by Christoph Barmeyer and Peter Franklin © Christoph Barmeyer and Peter Franklin 2016 Individual chapters © Respective authors 2016 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No portion of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, Saffron House, 6–10 Kirby Street, London EC1N 8TS. Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The authors have asserted their rights to be identified as the authors of this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2016 by PALGRAVE Palgrave in the UK is an imprint of Macmillan Publishers Limited, registered in England, company number 785998, of 4 Crinan Street, London, N1 9XW. Palgrave Macmillan in the US is a division of St Martin’s Press LLC, 175 Fifth Avenue, New York, NY 10010. Palgrave is a global imprint of the above companies and is represented throughout the world. Palgrave® and Macmillan® are registered trademarks in the United States, the United Kingdom, Europe and other countries. ISBN 978–1–137–02737–5 paperback This book is printed on paper suitable for recycling and made from fully managed and sustained forest sources. Logging, pulping and manufacturing processes are expected to conform to the environmental regulations of the country of origin. A catalogue record for this book is available from the British Library. A catalog record for this book is available from the Library of Congress. Library of Congress Cataloging-in-Publication Data Names: Barmeyer, Christoph I., editor. | Franklin, Peter, 1955- editor. Title: Intercultural management : a case-based approach to achieving complementarity and synergy / edited by Christoph Barmeyer, Peter Franklin. Description: New York : Palgrave Macmillan, 2016. Identifiers: LCCN 2015044409 | ISBN 9781137027375 (paperback) Subjects: LCSH: Diversity in the workplace. | Intercultural communication. | Management. | BISAC: BUSINESS & ECONOMICS / International / General. | BUSINESS & ECONOMICS / Management. | BUSINESS & ECONOMICS / Workplace Culture. Classification: LCC HF5549.5.M5 I578 2016 | DDC 658.3008 – dc23 LC record available at http://lccn.loc.gov/2015044409 Contents List of Figures viii List of Tables ix Acknowledgements x Foreword xiii Günter Stahl Introduction: From Otherness to Synergy – An Alternative Approach to Intercultural Management 1 Christoph Barmeyer and Peter Franklin PART 1 Understanding Otherness and Discord 13 1. Understanding Otherness and Discord: A Necessary but Insufficient First Step Towards Generating Complementarity and Synergy from Cultural Diversity 15 Christoph Barmeyer and Peter Franklin 2. Harmonizing Expectations: NSF International’s Experience in Shanghai 28 David A. Victor and Christine R. Day 3. Planning a Sino-British Collaborative Workshop: Negotiating Preferences and Achieving Synergy 38 Helen Spencer-Oatey 4. Intercultural Challenges in International Mergers and Acquisitions: A German– Bulgarian–Romanian Case Study 51 Petia Genkova and Anna Gajda 5. How to Implement Change in a Post-acquisition Multicultural Context: The Lafarge Experience in Britain 69 Evalde Mutabazi and Philippe Poirson 6. The Intercultural Challenge of Building the European eSports League for Video Gaming 80 Volker Stein and Tobias M. Scholz 7. Leading Change in Mergers and Acquisitions in Asia–Pacific 95 Jenny Plaister-Ten v vi ContEntS 8. Smart Spacing: The Impact of Locations on Intercultural Trust Building and Decision Making 107 Fritz Audebert, Thilo Beyer and Veronika Hackl 9. IKEA’s Ethical Controversies in Saudi Arabia 120 Christof Miska and Michaela Pleskova PART 2 Applying Competencies and Resources 135 10. Applying Competencies and Resources: Handling Cultural Otherness as the Second Step Towards Generating Complementarity and Synergy from Cultural Diversity 137 Christoph Barmeyer and Peter Franklin 11. adidas and Reebok: What Expatriate Managers Need to Manage M&As Across Cultures 148 Matthias Kempf and Peter Franklin 12. Virtual Chaos at WORLDWIDE Rx: How Cultural Intelligence Can Turn Problems into Solutions 167 David Livermore and Soon Ang 13. Cultural Intelligence at Work – A Case Study from Thailand 174 Claus Schreier and Astrid Kainzbauer 14. Cultural Aspects of Offshoring to India 184 Craig Storti and Peter Franklin PART 3 Achieving Complementarity and Synergy 197 15. Achieving Complementarity and Synergy: The Third Step to Leveraging Diversity in Intercultural Management 199 Christoph Barmeyer and Peter Franklin 16. Future+: Intercultural Challenges and Success Factors in an International Virtual Project Team 214 Christoph Barmeyer and Ulrike Haupt 17. A Tough Day for a French Expatriate in Vietnam: The Management of a Large International Infrastructure Project 228 Sylvie Chevrier 18. Japan Tobacco International: Managing and Leveraging Cultural Diversity 240 Yih-teen Lee 19. Leveraging the Benefits of Diversity and Biculturalism through Organizational Design 256 Jasmin Mahadevan Contents vii 20. Going Global Versus Staying Local: The Performance Management Dilemma in the International Context 272 Fons Trompenaars and Riana van den Bergh 21. A Parcel to Spain: Reconciling Cultural and Managerial Dilemmas Caused by the Implementation of Corporate Culture Instruments 285 Christoph Barmeyer, Eric Davoine and Vincent Merk 22. Managing Globally: Resolving Intercultural Challenges in the Management of Local Multicultural Teams in a Multinational Venture 300 Laurence Romani 23. Strategic Alliances and Intercultural Organizational Change: The Renault–Nissan Case 317 Christoph Barmeyer and Ulrike Mayrhofer List of Contributors 333 Index 335 List of Figures 4.1 Stages of M&A 60 4.2 Model of acculturation 61 5.1 Cross-cultural approach of companies “becoming closer” 75 7.1 Matrix management reporting structure 100 7.2 The Cross-Cultural Kaleidoscope™ model 101 8.1 A model of cultural dynamics 117 9.1 Three strategies of the framework of transnational CSR 127 13.1 Cultural Intelligence framework 180 14.1 Gudykunst and Hammer’s classification scheme for training techniques 192 16.1 Timeline Doreal and InterTech 215 16.2 The three-factor model 221 16.3 Goal achievement through intercultural complementarity 224 18.1 JTI’s six regions and markets 245 18.2 JTI’s six global supply chain manufacturing areas and factories 246 18.3 Inclusion framework 251 18.4 Berry’s acculturation model (1997) 253 19.1 The Relationship Company’s organizational design 259 20.1 The seven dimensions of culture 280 21.1 Corporate values of Pharmatix 289 21.2 Code of conduct of Pharmatix 290 21.3 Characteristics of the two protagonists 291 21.4 The reconciliation grid 295 22.1 The MBI process 307 23.1 Biography of Carlos Ghosn 321 23.2 Alliance Board of Renault–Nissan 325 viii List of tables 2.1 LESCANT factors 37 3.1 The projects and partnerships of the initial phase of the eChina–UK Programme 39 3.2 Initial draft agenda proposed by British staff 41 3.3 Revised draft agenda prepared by the Chinese side 43 4.1 Culture clusters based on GLOBE 63 4.2 High-score and low-score clusters based on GLOBE 64 6.1 Gamer demographics in the US and Europe 82 6.2 Expansion of the ESL 87 6.3 The ESL workforce 2013 88 9.1 International news reports 122 10.1 Message communication competencies 140 11.1 Intercultural competencies 158 13.1 Overview of Cultural Intelligence 180 14.1 Overview of the differences between the two cultures 190 14.2 A classification of development methods and their expected outcomes 193 16.1 Components of the three-factor model 222 19.1 The members of the Innovation Team 260 20.1 Contrasting cultural profiles 279 20.2 The seven dimensions of culture 281 20.3 The role of cultural values in performance management 282 21.1 Occurrence of values in large French companies 288 22.1 Components of the three MBI steps 308 23.1 The world’s top car manufacturers in 2013 319 23.2 Key figures of Renault and Nissan (2013) 320 23.3 List of Alliance Managing Directors of Renault–Nissan in 2015 326 ix
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