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Introduction From Otherness to Synergy — An Alternative Approach to

Intercultural Management
Chapter · January 2016

DOI: 10.1007/978-1-137-02738-2_1
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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
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

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
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
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

1
Understanding Otherness
and Discord: A Necessary but
Insufficient First Step Towards
Generating Complementarity and
Synergy from Cultural Diversity
1 Comparative management studies: The traditional etic

approach
The pioneering culture-comparative studies of management preferences

and practices in different countries by Hofstede (1980 and 2001, 1991) and
Laurent (1983) first directed the attention of management scholars and practi-
tioners to the insight that management was not – as seen up till then – a cultural
universal, something “done” in the same way the world over. These studies
made clear that management is indeed a culturally influenced artefact, which
may differ from national culture to national culture (d’Iribarne 2002, 2009).
Management was thus no different from many other practices and behaviours
within a group, driven by culturally influenced values and preferences and
oriented to culturally influenced norms.
It was only a short and perhaps too easy a step to make such otherness
responsible for dysfunctional communication, discord and ineffective cooper-
ation across national cultural borders (which indeed they may be but need not
be). This attention to the way cultures differ and the difficulties the differences
may cause in communication and cooperation has stubbornly continued to
this day, although both research and management practice have moved on to
tackle other more pressing questions such as how to handle the difficulties – a
topic dealt with in the part of this book entitled Applying Competencies and
Resources – and how to leverage them, a subject addressed in Part 3, Achieving
Complementarity and Synergy.
15

16 Intercultural Management
These pioneering studies – and those published later by Trompenaars

(1993) and House et al. (2004), for example – have been found especially
useful by those interested in international management as a result of their
etic nature: they are empirical; they are quantitative; they are contrastive; and
they use a set of concepts which the investigators believe to be common to all
cultures and which quickly become familiar to the users of the studies. They
assume that all cultures can to a certain extent be described by “measuring”
them with the same yardsticks and by placing them at a certain position on
descriptive bipolar continua.
Hofstede’s original empirical research, published in 1980 in his book
Culture’s Consequences: International Differences in Work-related Values and based
on a matched sample of more than 116,000 IBM employees from more than
50 countries, together with subsequent smaller surveys by others, provides the
interculturalist, whether scholar or international manager, with insights into
differences in work-related values or preferences and the ways in which these
values are expressed in behaviour and practices in the organizations and soci-
eties to be found in the various country cultures surveyed. Hofstede names
the poles of the four basic dimensions he identified in his research: small power
distance as opposed to large power distance; collectivism contrasting with indi-
vidualism; femininity as opposed to masculinity; and weak uncertainty avoid-
ance as opposed to strong uncertainty avoidance. In subsequent publications,
Hofstede, using the results of the Chinese Values Survey (Chinese Culture
Connection 1985; Hofstede & Bond 1988) adds a fifth dimension, namely
long-term orientation as opposed to short-term orientation. And most recently,
Hofstede, Hofstede and Minkov (2010) have added a sixth dimension, indul-
gence versus restraint. The peculiar power of these studies is intensified by the
presenting of their results in tables listing scores and indicating positions from
highest to lowest and in Hofstede, Hofstede & Minkov (2010) by placing
national cultures in global regions leading to an occasional clustering effect.
Since the publication of his work, no examination of a cultural issue in
international business or management is complete without at least a mention,
either positive or negative, of Hofstede. His quantitative approach has gained
many supporters among scholars and HR developers alike – it seems to offer
security in a field notoriously subject to the perverting effects of stereotypes
and mere individual experience and anecdote. Sometimes, indeed, this interest
in applying his results is so dominant as to exclude other insights. Criticism of
his insights (for example, by McSweeney (2002), Smith (2002) and Franklin
and Spencer-Oatey (2011) and by international managers themselves) has
grown in the last decade or more, for example, for being outdated and based
on data derived from a single organization, for suggesting a no longer (if ever)
current cultural homogeneity, for ignoring the dynamic nature of cultures and
for promoting stereotypes.
Building on the work of Kluckhohn and Strodtbeck (1961) and Parsons and
Shils (1951), Trompenaars (1993), in his etic study of international managers
at Royal Dutch-Shell, generated a set of seven dimensions of cultural vari-
ability: neutral versus affective in the disclosure of feelings; ascription versus

Understanding Otherness and Discord 17
achievement in the assigning of status; diffuse versus specific in the range of

interpersonal involvement; collectivism versus individualism; universalism versus
particularism in behaviour in relationships with others; and the management of
time (sequential versus synchronic; and past, present and future). Although criti-
cism, possibly justified, of the soundness of his data and of the conclusions he
has drawn from it has been made by some, in particular by Hofstede (1996),
Trompenaars’ insights into the dimensions of cultural variation to be found in
business and management have also established themselves firmly in the field,
particularly when it comes to consultancy and training.
Expanding and refining Hofstede’s dimensions, The Global Leadership and
Organizational Behavior Effectiveness Research program (GLOBE) (House
et al. 2004) more recently investigated the relationship between culture and
societal, organizational and leadership effectiveness. Some 170 scholars ques-
tioned more than 17,000 middle managers in 62 cultures. Though based on
a much smaller sample, it meets some of the criticism levelled at Hofstede’s
pioneering work: the data was collected in companies in three industries (finan-
cial services, food processing and telecommunications) and not just one; the
study was the work of a multicultural team of investigators bringing with them
all the benefits of multiple, culturally influenced perspectives; and the study’s
insights are more recent than Hofstede’s – work began on the investigation in
1994 and was published in 2004. Strangely, perhaps, despite these obvious
merits, the GLOBE study has still not superseded Hofstede in the favours of
many scholars, HR development specialists and trainers. And, of course, the
study has been the butt of criticism, not least by Hofstede (2006) himself.
2 Criticism of the etic studies and its consequences
These later etic studies can be criticized in certain respects in much the same
way that Hofstede’s work is: the bipolar continua of the “national cultural
model” attempt to describe national and organizational cultures which in their
nature may contradict the tacit assumption of the studies that such cultures are
homogeneous and static. As McSweeney (2009:936) remarks:
Culture is not a pre-established monolith. An acknowledgement of internal
divisions, gaps and ambiguities inserts an essential element of distance at
the heart of tradition and thus the possibility of critical interpretation, action
variation and unpredictability within a country.
The “national cultural model” also assumes that cultures are delimited units
which reject and fail to influence each other, as if, as Wolf (1982:6) describes,
they were billiard balls which merely bounce off each other:
By endowing nations, societies, or cultures with the qualities of internally
homogeneous and externally distinctive and bounded objects, we create a
model of the world as a global pool hall in which the entities spin off each
other like so many hard and round billiard balls.

This metaphor contrasts starkly with how national cultures, especially, are
commonly experienced, appositely summed up by Hannerz (1992:266) as
dynamic entities which influence and are influenced by others:
(T)he flow of culture between countries and continents may result in another
diversity of culture, based more on interconnections than on autonomy. It
also allows the sense of a complex culture as a network of perspectives, or
as an ongoing debate.
Hannerz (1992:266) borrows a term from linguistics when he goes on to speak
of the creolization of culture in which:
a creole culture could also stabilize, or the interplay of center and periphery
could go on and on, never settling into a fixed form precisely because of the
openness of the global whole.
Precisely the failure to consider this hybridity in the national cultural model is
criticized, for example, by Brannen and Salk (2000). In common with others,
they point to both structural and contextual factors, and also to individual cultural
identities different from a putative group norm, as being critical in the develop-
ment of hybrid, culturally diverse work-setting cultures and organizations. It
seems to be the case that the cultural identities of individuals engaged in inter-
cultural interactions undergo development and are redefined. Static and decon-
textualized notions of culture are scarcely fit for the purpose of describing and
analysing intercultural processes (Primecz et al. 2011; Romani 2008; Søderberg
& Holden 2002). National cultural models thus lose their significance as a result
of increasing cultural complexity (Hannerz 1992; Romani 2008), increasing
intercultural complexity in international management and work settings and the
increasing tendency towards multiple membership by individuals of a number
of different cultures (Bjerregaard et al. 2009; Zander & Romani 2004), which
may in turn vary from core to peripheral membership (Wenger 1998).
Taking account of these considerations, Sackmann and Phillips (2004)
distinguish three streams of research in international management:
• The Cross-National Comparison stream assumes an equivalence of nation-

state and culture. Cultural identity is considered as a given and immutable
individual characteristic. Therefore culture is tractable. Generalizations
and clustering, as well as cross-national testing of organizational theories,
processes and practices, are possible.
• The Intercultural Interaction stream considers culture as socially constructed.
Nevertheless, national culture and identity are of importance; context and
subcultures, as well as organizational culture, may be salient, even if at the
moment of interaction new cultures emerge and are negotiated. This stream
is based on anthropological theories and interpretive methods.
• The Multiple Cultures stream sees culture as a socially constructed collec-
tive phenomenon that recognizes the complexity of personal identity in
organizational settings, e.g. the multiplicity of cultures. The salience of any

cultural group depends on the particular case. The research focus relies on
sense-making as well as taking into account cultural differences and simi-
larities. This offers possibilities to achieve synergies by building on similar
cultural identities.
In short, Sackmann and Phillips’ model makes clear that the role concepts
and work practices of managers and staff are increasingly shaped not merely
by a single, static (national) culture. New dynamic forms of cooperation and
work-setting culture result from hybrid meanings and actions (Brannen &
Salk 2000) which are constructed and negotiated (Spencer-Oatey & Franklin
2009) by interactants from the various cultural groups involved.
In a controversy among scholars started by Hofstede (1996) and in accor-
dance with this notion of dynamic negotiated culture, Hampden-Turner and
Trompenaars present the more static, Hofstedian notion of culture and cultural
dimensions and contrast it with their own more dynamic concept:
Instead of running the risk of getting stuck by perceiving cultures as static
points on a dual axis map, we believe that cultures dance from one preferred
end to the opposite and back. (Hampden-Turner & Trompenaars 1997:27;
see also Hampden-Turner 2000 and Trompenaars 1993)
3 The emic approach to cultural otherness in

international management
The etic studies described above and typified by Hofstede’s Culture’s

Consequences and the GLOBE study are quantitative and tend to be posi-
tivistic in nature (Romani 2008). They contrast with qualitative and, on the
whole interpretative, emic studies. Like the term etic, the term emic is derived
from the field of ethno-linguistics and describes a methodological, culturally
adapted research approach in which the researcher takes up a position within
a system (Pike 1954). What is to be investigated are system-immanent contex-
tual features. To collect data, researchers use concepts and instruments which
to the members of the culture to be investigated appear to be appropriate, rele-
vant and reasonable (Headland et al. 1990; Triandis 1995). Triandis (1994:67–
68) appositely compares the two approaches, underlining their usefulness to
each other:
Emics, roughly speaking, are ideas, behaviours, items, and concepts that are
culture-specific. Etics, roughly speaking, are ideas, behaviours, items, and
concepts that are culture-general – i.e., universal. […] Emic concepts are
essential for understanding a culture. However, since they are unique to the
particular culture, they are not useful for cross-cultural comparisons. […]
More formally, emics are studied within the system in one culture, and
their structure is discovered within the system. Etics are studies outside
the system in more than one culture, and their structure is theoretical. To

develop “scientific” generalizations about relationships among variables, we

must use etics. However, if we are going to understand a culture, we must
use emics.
Not only methods but also the results and insights of research can display
emic, that is to say, context-specific, features. International management
research has yielded numerous publications which supply insights into the
specifics of organizations and management. Examples are those by Barmeyer
and Davoine (2013), Barmeyer and Mayrhofer (2014), Chevrier (2009),
Davoine et al. (2014), Delmestri and Walgenbach (2005), Ebster-Grosz and
Pugh (1996), Heidenreich at al. (2012), Jackson (2011), Primecz et al. (2011),
Stewart et al. (1994), v. Helmolt (1997), Winch et al. (2000) and Witt and
Redding (2009).
The French management scholar Philippe d’Iribarne (2003, 2009) and his
team have developed a particular emic and contextualized approach to their
management research, an approach which interestingly (but unsurprisingly
as significant publications are not available in English) has scarcely found
its way into the Anglo-American research literature. D’Iribarne (1994) criti-
cizes the fact that much research into the functioning of organizations tends
to stress scales of attitudes and values (Hofstede 1980, 2001; Parsons 1952),
interactants’ strategies (Crozier & Friedberg 1977), or the role of institu-
tions (Maurice et al. 1986; Sorge 1996) and the fact that such studies ignore
phenomena which generate continuity in cultures.
D’Iribarne (2009) chooses an ethnographic and interpretive approach
and his notion of culture is anthropological in nature. Only by means of an
ethnographic-type thick description (Geertz 1973), i.e. the most compre-
hensive collection of features from multiple perspectives which can explain a
situation, is it possible to arrive at a comprehensible interpretation of intercul-
turality. (Inter)cultural action is embedded in systems of reference, according
to Geertz (1973), that enable interactants to make sense of the world in which
they live and of their own actions:
All cultures denote, classify, identify, evaluate, connect and order. They
establish criteria for distinguishing good from evil; the legitimate from the
illegitimate. They define the principles of classification by means of which
society can be seen to be made up of separate groups. They provide inter-
pretative systems that give meaning to the problems of existence, presenting
them as elements in a given order that have therefore to be endured, or
as the result of a disturbance of that order, that have consequently to be
corrected. (1994:92)
In the same way, action is located in a context and moreover can be derived
historically from societal framework conditions. Here, d’Iribarne finds explana-
tions for culturally typical behaviour in the social history of a culture (much as
Thomas (1996a, 1996b) does in explaining culture standards). Using corpo-
rate case studies, d’Iribarne (2003) impressively shows how interactants in
“third-world countries” such as Argentina, Cameroon, Morocco and Mexico

who are not able to apply US management methods develop and successfully
employ their own contextually adapted management techniques. The interac-
tants d’Iribarne describes question what is customary, are open to what is old
and has worked in the past and to what is new and have adapted to the context.
They dare to take up contradictory positions which do not accord with the
decontextualized, mainstream and so-called success factors such as the best
practice of US management models (d’Iribarne 2002).
4 The case studies
Where differences exist, difficulties can be predicted and when difficul-

ties exist, differences can be assumed to be the cause. Those at least are the
convenient conclusions which have been drawn from etic and emic studies
by scholars and practitioners for many years and which indeed have some
foundation in reality. Unfortunately though, this conventional approach rather
leaves users of the insights in the lurch: how are they to tackle the difficulties
they experience and which – thanks to the studies – they now understand
better? Although the cases studies in this part of the book use these contras-
tive (and to a lesser extent emic) studies to explain the occurrence of cultural
differences and difficulties, they in fact go one step further and offer various
concepts, models and tools to handle them. The underlying assumption is that
cultures are not a source of intractable problems but, indeed, are tractable
(Sackmann & Phillips 2004) and that the differences and their consequences
are susceptible to being handled effectively and appropriately by the use of the
models and tools presented.
The US–Chinese case written by David A. Victor and Christine R. Day,
“Harmonizing Expectations: NSF International’s Experience in Shanghai”,
not only explores power distance, one of the cultural dimensions described
by Hofstede in his pioneering etic study, but also – particularly crucial in this
case – the contrasting behavioural orientations with respect to communica-
tion style as described by Hall (1981) in his anthropological studies. However,
readers are not simply expected to discover that cultures may differ in certain
categories of behaviour and to name these categories. The simple but effective
tool that readers are provided with for analysing the cultural aspects of interna-
tional cooperation also takes due account of the significance of broader contex-
tual factors when it comes to explaining problematic international cooperation.
The case “Planning a Sino-British Workshop: Negotiating Preferences and
Achieving Synergy” by Helen Spencer-Oatey also features power distance as
a crucial cultural dimension in Chinese–Western intercultural cooperation
but in addition devotes attention to the task–relationship dimension, which is
well-established if under-researched in the intercultural management litera-
ture. These two dimensions (or perspectives as the author refers to them) are
interestingly complemented by a discussion of how learning styles may differ
across cultures (Barmeyer 2004; Hofstede 1986), with attention here being
devoted to two contrasting concepts: on the one hand, that learning consists

in knowledge transfer and, on the other, that learning results from a process
of co-construction (Jin & Cortazzi 1998; Watkins & Biggs 1996). Borrowing
further from Moran (2001), the author introduces the 3Ps (Products, Practices
and Perspectives) model as a tool to analyse the dysfunctionality described in
the case and to enable the reader to generate a solution.
Taking a step towards correcting the relative lack of attention given to the
GLOBE study in the literature, “Intercultural Challenges in International
Mergers and Acquisitions: A German–Bulgarian–Romanian Case Study” by
Petia Genkova and Anna Gajda uses the results of the GLOBE study to help
readers to explain the different expectations and experiences of the various
participants in the merger/acquisition (M&A) concerned. Connections
are elicited not only to the cultural dimensions results generated by the
study but also to its taxonomy of leadership styles. Besides placing the case
described against the background of a conventional stages model of M&A,
the case also uses Nahavandi and Malekzadeh’s (1993) acculturation model
to anticipate the cultural change likely to be preferred by the various parties
to the M&A.
The Anglo-French case “How to Implement Change in a Post-acquisition
Multicultural Context: The Lafarge Experience in Britain” also deals with an
M&A. Against the backcloth of a picture of management and working prac-
tices perhaps more reminiscent of pre-Thatcherite Britain than the turn of the
century when Lafarge’s acquisition actually took place, the authors, Evalde
Mutabazi and Philippe Poirson, illustrate the difficulties and the confusion
which a top manager may experience with diverging managerial approaches
in a foreign context (manufacturing, working class, legal framework). They
present their own procedural model, which helps to build up “something new”
using different organizational and managerial cultures and practices and to
guide the M&A process from searching for a suitable partner to integrating
two companies. After conducting a cultural analysis readers trace the change
process implemented by the French acquirer in the British company and are
requested to make further suggestions of their own.
A further tool for handling interculturality and its potential for dysfunction-
ality is described by Volker Stein and Tobias M. Scholz in “The Intercultural
Challenge of Building the European eSports League for Video Gaming”. The
case describes a truly multicultural cooperation, taking place in the undeniably
demanding conditions of virtuality. International teams of the sort described
here have to cope with the dual challenge to transactional effectiveness posed
not just by its interculturality but also by its virtuality and the impediments
this brings, in particular to communication. The virt.cube framework (Scholz
2000) presented makes it possible to assess a virtual team’s progress on its way
to an optimally functioning virtuality.
Just as virt.cube takes account of factors apart from interculturality which
may result from international cooperation, the Cross-Cultural Kaleidoscope™
model described in “Leading Change in Mergers and Acquisitions in Asia–
Pacific” by Jenny Plaister-Ten pays due attention to cultural factors but also
to the organizational structure of the parties to an M&A and the external

environment in which it takes place. The Cross-Cultural Kaleidoscope™

model provides both a macro and a micro view of what contributes to the
formation of the values and beliefs that motivate behaviours and influence
decisions in organizations operating in culturally complex contexts.
Given the cultural complexity of international work settings, the concept
of trust with its function in reducing social complexity (Luhmann 1989;
Rousseau et al. 1998) takes on a special significance. The role of trust as a tool
for handling interculturality features in one of the case studies in this part of
the book.
In the German–Russian–Japanese–Egyptian–Argentinian case “Smart
Spacing: The Impact of Locations on Cross-Cultural Trust Building and
Decision Making”, written by Fritz Audebert, Thilo Beyer and Veronika Hackl,
the reader is familiarized with Hall’s insights into culturally influenced behav-
ioural orientations with respect to time and space (Hall 1959/1990, 1990; Hall
& Hall 1989) and requested to consider how these may trigger business rela-
tions and be connected to the building of trust through relationship cultivation.
In the context of international business travel, the case illustrates culture-
specific spaces and diverse local perspectives on when and where decisions
normally take place.
The theme of ethnocentrism plays a role in “IKEA’s Ethical Controversies
in Saudi Arabia” by Christof Miska and Michaela Pleskova. The case study
illustrates both the challenges of ethical variation across cultures and societies,
as well as the potential opportunities for positive change that these differences
might provide. The case focuses on the removal of women from the Saudi
Arabian edition of IKEA’s catalogue – a step which was held by some to stand
in stark contrast to IKEA’s corporate culture and core values. The dispute
exposed IKEA to considerable public criticism, but pointed out the responsi-
bilities of multinational corporations (MNCs) in addressing ethical differences
across cultures and societies.
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Index
acculturation see also space: the impact biculturals 328–9

Berry’s model 252, 253f of locations Bird, A. et al. 143, 174,
Nahavandi and ascription vs. achievement 175, 181
Malekzadeh’s 16–17, 280f, 281t, 292 Björling, W. 123
model 60–1, 61f Asia–Pacific see change Blohm, J. M. 193
achievement vs. ascription leadership in Asia– Boeker, W. 329–30
16–17, 280f, 281t, 292 Pacific M&As Bohr, N. 200
action chains 115 assertiveness 62, 64t Bolten, J. 139
adidas and Reebok: Audebert, F. 113 Bowe, H. 47–8
managing M&As 10, automotive industry see Brancu, L. 66
142, 148 Renault–Nissan: Brannen, M. Y. 18, 77,
the assignment 150–2 strategic alliances and 209, 266, 267, 268,
authors 155–6 organizational change 323, 328, 329, 330, 331
company background autonomous leadership Brinkmann, U. 142
149–50 style 65 Brislin, R. et al. 172
competencies in “avoiding harm” 126 Britain: culture cluster
intercultural 63t
management 156–8, Barmeyer, C. et al. 114, see also change
158–62t 139, 205, 208, 209, implementation post-
handling the assignment 221, 236, 291–2, acquisition; change
152–3 295–6, 327, 329 leadership in Asia–
looking back on the BBC 122t Pacific M&As; Sino-
assignment 153–5 Beamer, L. 36 British collaborative
questions 163–5 behaviour workshop
recommended Cultural Intellgence Brown, P. 190
reading 162–3 172, 181t Brunelleschi, F. 113
Adler, N. J. 91, 92, 204, flexibility 157, 159t, Bulgaria see international
205, 207 162t M&As: German–
affective vs neutral cultures Benedict, R. 203 Bulgarian–Romanian
16, 280f, 281t, 292 Bengtsson, N. 124 case study
African culture cluster 63t Bennett, J. 194 Buller, P. G. 128
Agile Manifesto 95 Bennett, J. M. 206 Byram, M. 139
Al Ariss, A. et al. 267 Bennett, M. J. 142, 328
AlJazeera 122t Berry, J. 252, 253, 253f Caligiuri, P. 162
Althen, G. 194 Beyer, T. 113 Cardon, P. W. 35
Alves, J. C. et al. 66 Bhagat, R. S. 139, 204 case studies
ambiguity, tolerance for Bibu, N. A. 66 overview 8–12
157, 158t, 159t, 160t, Bicultural Identity structure 6–7
162t Integration (BII) Catana, D. 66
analytical approaches 3 266–7 Catana, G.-A. 66
Ang, S. 170, 172, 174, biculturality 205–6, change implementation
180, 181 266–7, 328–9 post-acquisition 8–9,
Anglo culture cluster 63t see also diversity and 22, 69–70
appropriateness 138 biculturalism through authors 74
Argandoña, A. 127 organizational design; the challenge 71–4
Argentina: culture cluster Japan Tobacco cross-cultural management
63t International of teams 76–7
335

336 index
change implementation cognition 180t controversies in Saudi

post-acquisition (cont.) collectivism Arabia
cross-cultural model in-group collectivism complementarity 200–2
74–5, 75f 62, 64t complementarity and
decision-making institutional collectivism synergy
processes 75 62, 64t case studies 11–12, 202,
first negotiations 75–6 vs. individualism 16, 17, 206–7, 208–9
human and organizational 190, 279t cultural complementarity
change 76 communicating across 200–2
implementation of change cultures 188–90, 324 enriching nature of
73–4 see also European interculturality
mission context and eSports League for 199–200
company 70–1 Video Gaming; synergy and intercultural
organization and work Future+ Project; synergy 202–9
relations management meta-communication see also Future+ Project;
72–3 skills; offshoring to Japan Tobacco
questions 79 India; Sino-British International; large
recommended reading collaborative workshop infrastructure
77–9 communitarianism 280f, project in Vietnam
change leadership in 281t, 292 conceptual frameworks 3
Asia–Pacific M&As comparative management Confucian culture cluster
9, 22–3, 95–6 studies 63t
agile product development cross-national comparison Cooper, C. L. 253–4
96–7 18 corporate culture 285
author 100 emic approach 19–21 business management
the challenge 98–9 etic studies 15–20 perspective 286
company background intercultural interaction codes of conduct 286–7
96–7 18 corporate values 286,
cultural differences and multiple cultures 18–19 287–8, 288t, 289f
consequences 100–4 “national cultural models” human resources
multicultural team in 16–19 perspective 286
matrix environment competencies and resources implicit vs explicit
98–9, 100f appropriateness 138 cultures 285
questions 105–6 case studies 10, 142–3 international transfer
recommended reading competence 286
104–5 frameworks 139–40 as resource 285
change management see competencies as strong cultures 285–6
change implementation resources 137–8 see also cultural and
post-acquisition; effectiveness 138 managerial dilemmas
change leadership in intercultural competence Corporate Social
Asia–Pacific M&As 138, 191–3, 209 Responsibility (CSR)
charismatic leadership style intercultural competencies 125, 126, 289
65 137, 138–9 framework of transnational
Chee, F. 85 intercultural interaction CSR 127, 127f
Chen, G.-M. 139 competence (ICIC) global CSR approach
Chevrier, S. 224, 232–3, 236 138, 139, 142, 143, 127–8
Chinese culture 63t, 272 156–7 local CSR approach 128
see also harmonizing intercultural management prototypical approaches
expectations; Sino- competencies 141, 127
British collaborative 158–62t, 234–5 transnational CSR
workshop message communication approach 128
Chinese Ministry of competencies 140, corporate values 286,
Education 38–9, 140t, 143 287–8, 288t, 289f
42, 43 rapport management cosmopolitans 206
chronemics 115 competencies 140, CQ see Cultural Intelligence
Chudoba, K. 38, 225 143 creolization of culture 17
codes of conduct 286–7 see also adidas and CRM (customer relationship
see also cultural and Reebok: managing management) tools
managerial dilemmas M&As; IKEA’s ethical 258

index 337
Cross, B. J. 237 CQ Action/behaviour biculturalism as focal

Cross-Cultural Adaptability 172, 181t point for HRM 266–7
Inventory 142 CQ Drive/motivation the company 257–8
Cross-Cultural 171, 181t competencies required
KaleidoscopeTM model CQ Knowledge/cognition 262–3
100–4, 101f 171, 180t network design and
cross-national comparison CQ Strategy/metacognition technology 264–5
research 18 171, 181t organization theory 264
Crouch, C. 201 definition 174 organizational design
CSR see Corporate Social framework 180f 258–9, 259f, 260t,
Responsibility see also Thailand: 262–3
cultural and managerial Cultural Intelligence; questions 269–70
dilemmas 12, 208–9, WORLDWIDE Rx recommended reading
287 cultural marginals 206 267–9
authors 291–2 cultural self 100, 102 resource-based view of
code of conduct 287, cultural synergy 91–2, 204 the firm 265, 267
288, 289–90, 290f see also Renault–Nissan: work practice in the
company background strategic alliances and projects 260–2
287 organizational change “doing good” 126
corporate values 287–8, culture clusters (GLOBE) Donaldson, T. 128
288t, 289f 63t, 64t Druker, J. 236
cultural dimensions Cunliffe, A. 264, 268 Dunfee, T. W. 128
292–3 customer relationship
dilemma theory 293–5, management (CRM) Earley, P. C. et al. 142,
295f tools 258 174, 180, 181–2
dilemmas 293 Eastern European culture
questions 298 Dalton, K. 236 cluster 63t
recommended reading Davel, E. et al. 77 eChina–UK Programme
295–7 Davidow, W. H. 92 see Sino-British
steps to reconciliation Davoine, E. 205, 236, collaborative workshop
294–5, 295f 291–2, 295–6 Edwards, T. et al. 296
violation of code of Day, C. R. 33–4 effectiveness 138
conduct 290–1, 291f De Luque, M. S. 62 EGOS (European Group
cultural complementarity decision making 75, 107 for Organizational
200–2 see also change leadership Studies) 256
cultural dimensions in Asia–Pacific M&As Egypt: culture cluster 63t
279–81, 279t, 280f, Degler, C. 194 see also space: the impact
281t Delmestri, G. 78 of locations
GLOBE 17, 61–2 Den Hartog, D. N. 62 Emerson, V. 321, 322,
Hofstede 16 Developmental Model 323, 324, 330
LESCANT model 34 of Intercultural emic approach to cultural
Trompenaars 16–17 Sensitivity 142 otherness 19–21
cultural diversity 167, diffuse vs. specific Emotional Intelligence
200, 306 interpersonal (EQ) 180
see also diversity and involvement 16–17, empathy 157, 158, 162t,
biculturalism through 280f, 281t, 292 323
organizational design; dilemma theory 293–5, 295f energy see international
going global vs staying see also cultural and M&As: German–
local; Japan Tobacco managerial dilemmas Bulgarian–Romanian
International direction 281t case study
cultural dynamics model D’Iribarne, P. 20–1, 78, environment see
116, 117f 232, 233–4, 236–7 harmonizing
cultural identities 205–6, DiStefano, J. J. 205, 209, expectations
251–2, 328–9 311 ethics see cultural and mana-
Cultural Intelligence (CQ) diversity and biculturalism gerial dilemmas; IKEA’s
142–3, 167–8, 170–1, through organizational ethical controversies
174–5, 180–1 design 11, 206–7, in Saudi Arabia; large
capabilities 171–2, 174, 256–7 infrastructure project in
180–1t author 263 Vietnam

338 index
ethnographic approach 20 multinational venture; German–Bulgarian–

ethnorelativism 328 Renault–Nissan: Romanian case study;
etic approach to comparative strategic alliances and space: the impact of
management studies organizational change locations
15–17, 19–20 Franklin, P. 138, 139, 140, Ghosn, C. 209, 321–2,
criticisms of 17–19 156, 163, 188, 189, 321f, 323, 324, 328,
European eSports League 190, 194 329
for Video Gaming 9, Friedman, T. L. 104 global business services see
22, 80–1 Fuller, B. R. 203 offshoring to India
authors 90 future orientation 62, 64t global leaders see
the challenge 86–9 Future+ Project 11, 202, Intercultural
Electronic Sports League 214–15 Competence for Global
(ESL) as distinct authors 221 Leaders
company 85–6 case description 215–21 global mindset 241, 250,
eSports as end-used the company 215f, 216 251–2
support service difficult team work global nomads 206
83–5 215–21 global teams see Future+
gamer culture 84–5 French view 217–18 Project; local
intercultural synergy German view 217 multicultural teams in a
91–2 intercultural multinational venture;
internationalization of complementarity WORLDWIDE Rx
ESL 86–9, 87t, 88t 222–4, 224f globalization 256
questions 93 physical proximity vs. GLOBE (Global Leadership
recommended reading virtual distance and Organizational
92–3 214–15 Behaviour Effectiveness
video gaming as an questions 225–6 Research) study 17,
industry 81–3, 82t recommended reading 22, 61–5
virtualization and 224–5 cultural dimensions 17,
international virtual team leaders’ view 61–2
teams 90–1 218–21 culture clusters 63t,
European Group for three-factor model 64t
Organizational Studies 221–2, 221f, 222t Leadership Categorization
(EGOS) 256 virtual teams 214 Theory 64–5
European perspective 4 goal orientation 157,
explicit vs implicit 160t
cultures 285 Gajda, A. 59 Goffman, E. 189–90
external vs internal Gannon, M. J. 204 going global vs staying local
control 293 Geertz, C. 20 12, 208, 272–3
gender egalitarianism 62, authors 278
64t the challenge 276–8
face 189–90 see also IKEA’s ethical company background
Faurie, C. 78–9 controversies in Saudi 273–6
femininity vs. Arabia; Japan Tobacco contrasting cultural
masculinity 16 International profiles 279t, 280f,
Fitzsimmons, S. R. et al. Genkova, P. 59 281, 281t
206, 253, 324 Germanic culture cluster cultural differences and
flexibility, behavioural 63t consequences 279
157, 159t, 162t see also adidas and Reebok: questions 283–4
Fowler, S. 193 managing M&As; recommended reading
France cultural and managerial 282–3
corporate values 288t dilemmas; diversity reconciling tensions
culture cluster 63t and biculturalism 281–2
see also change through organizational role of cultural values
implementation design; European in performance
post-acquisition; eSports League for management 282t
Future+ Project; large Video Gaming; The Guardian 122t
infrastructure project Future+ Project; going Gudykunst, W. B. et al.
in Vietnam; local global vs staying local; 139, 191, 192f
multicultural teams in a international M&As: Gundersen, A. 91, 92

index 339
Hackl, V. 113 humane leadership style intercultural competence

Hall, E. T. 21, 113, 114, 65 138, 209
115, 117–18, 281 humane orientation 62, 64t training techniques
Hall, M. R. 114, 115 hypernorms 126–7 191–3, 192f, 193t
Hammer, M. R. 191, Intercultural Competence
192f ICIC see intercultural for Global Leaders
Hampden-Turner, C. 19, interaction competence 143, 175
205, 208, 224–5, 281, IKEA’s ethical controversies intercultural competencies
283, 292, 294, 296–7, in Saudi Arabia 9, 137, 138–9
311 23, 121 see also adidas and
Hannerz, U. 18 authors 125 Reebok: managing
harmonizing expectations case situation 121–5, M&As
8, 21, 28 122t intercultural complementarity
authors 33–4 the challenge 125 200, 222–4, 224f
compensation issues 33 company background see also Future+ Project
cultural differences: 122–3 Intercultural Development
LESCANT model 34 “doing good” and Inventory 142
need for laboratory in “avoiding harm” 126 intercultural interaction
China 29–30 ethical variation across 18, 224
NSF International 28–9 cultures 120–1 intercultural interaction
questions 36–7 hypernorms 126–7 competence (ICIC)
recommended reading IKEA’s Swedish legacy 138, 139, 142, 143,
35–6 123–4 156–7
staffing in China 30–3 prototypical CSR ABC components 139
Harris, P. 204 approaches 127–8 see also Cultural Intelligence
Haupt, U. 221 questions 129–30 intercultural management
HEFCE see Higher recommended reading competencies 141,
Education Funding 128 156–8, 158–62t, 235
Council for England Saudi Arabia’s cultural Intercultural Readiness
Heisenberg, W. 201 traditions 124–5 Check 142
Helin, S. 297 implicit vs explicit cultures intercultural synergy 91–2,
Henry, A. 234 285 202–3, 204–5, 207,
Heyer, K. 259 in-group collectivism 62, 235–6
higher education see Sino- 64t interculturality, enriching
British collaborative inclusion 124, 250–1, nature of 199–200
workshop 251f, 257 internal vs external control
Higher Education Funding India: culture 63t, 190t, 293
Council for England 191 International Competency
(HEFCE) 38–9, 40 see also offshoring to Framework 142,
Hofstede, G. et al. 15, 16, India 158–62t, 207
17, 19, 104–5, 114, individualism 107 international M&As:
190, 204, 281, 294 vs. collectivism 16, 17, German–Bulgarian–
Honigman, J. J. 203 190, 279t Romanian case
House, R. J. et al. 16, 17, vs. communitarianism study 18, 22, 51–2
61–2, 65, 190 280f, 281t, 292 authors 59
human resources (HR) indulgence vs. restraint 16 Bulgarian employees
see adidas and infrastructure see large 56–7
Reebok: managing infrastructure project cultural patterns and
M&As; diversity and in Vietnam expressions 61–5,
biculturalism through INSEAD 323 63–4t
organizational design; institutional German company
going global vs staying collectivism 62, 64t background 52–6
local; harmonizing Integrative Social Contracts post-merger integration
expectations; Theory (ISCT) 126 59–61
Japan Tobacco intercultural collaboration questions 67
International; local see large infrastructure recommended reading
multicultural teams in a project in Vietnam; 66–7
multinational venture Sino-British Romanian employees
Human Rights Watch 125 collaborative workshop 58–9

340 index
The International Kainzbauer, A. 179 Lengnick-Hall, M. L. et al.

Profiler 142, 158 Kakar, K. 194 268
interpretative approach to Kakar, S. 194 LESCANT model 34
culture 233–4 Kelley, C. 142 Levinson, S. C. 190
involvement 17, 280f, 281t Kempf, M. 155 Levy, O. et al. 254
ISCT (Integrative Kitayama, S. 105 Lim, E. N. 35–6
Social Contracts Kleinberg, J. 205 Liu, S. et al. 114, 115
Theory) 126 Kluckhohn, F. R. 16 Livermore, D. et al. 142,
IT (information Korea: culture cluster 63t 170, 172–3
technology) see change see also WORLDWIDE local multicultural teams in
leadership in Asia– Rx a multinational venture
Pacific M&As; diversity Korine, H. et al. 330 12, 209, 300–1
and biculturalism Kühlmann, T. 142, 156–7 author 306
through organizational Kusstatscher, V. 253–4 the challenge 305–6
design; European company background
eSports League for Lafarge Group see change 301–5
Video Gaming; implementation cultural differences
Future+ Project post-acquisition 306–7
Italy see going global vs Landis, D. 139 MBI model 209, 307,
staying local large infrastructure project 307f, 308–10t
in Vietnam 11, 202, organizational culture
Jack, G. 204 228–9 300–1
Jackson, T. 272, 282 author 232–3 questions 311–15
Japan the challenge 230–2 recommended reading
culture 63t, 272 company background 307, 311
Keiretsu system 322 229–30 logistics see Thailand:
see also going global vs ethics of loyalty, ethics of Cultural Intelligence
staying local; Japan purity 234 long-/short-term orientation
Tobacco International; intercultural synergy 16
Renault–Nissan: 235–6 Lord, R. 64–5
strategic alliances and interpretative approach to
organizational change; culture 233–4 McElroy, J. H. 194
space: the impact of questions 238 McGregor, J. 35
locations recommended reading McSweeney, B. 17
Japan Tobacco International 236–8 Mahadevan, J. et al.
(JTI) 11, 206, 240–1 transfer of management 206–7, 263, 268–9
acquisition and practices 234–5 Maher, K. 64–5
integration of Gallaher Latin American culture Malekzadeh, A. 60–1, 61f
242–4 cluster 63t Malone, M. S. 92
author 250 Latin European culture Maloney, M. 311
company background cluster 63t management practices
241–2 Laurent, A. 15 transfer see adidas and
cultural differences and leadership see GLOBE; Reebok: managing
consequences 250–1 Intercultural M&As; cultural and
diversity within Competence for Global managerial dilemmas;
JTI 244–8, 245f, 246f Leaders; offshoring to going global vs staying
future challenges 248–9 India; Renault–Nissan: local; intercultural
global mindset 241, strategic alliances and management
250, 251–2 organizational change; competencies; large
HR system 247–8 Thailand: Cultural infrastructure project
multicultural identities Intelligence in Vietnam; local
251–2 Leadership Categorization multicultural teams in a
questions 254 Theory (GLOBE) multinational venture
recommended reading 64–5 managerial capability 328
253–4 learning 47 manufacturing see change
Javidan, M. 62, 250 Lee, J. A. 116, 118 implementation post-
Journal of International Lee, Y. T. 206, 250 acquisition; Future+
Business Studies 200 Leech, G. 189 Project

index 341
Mapping Bridging MNCs see multinational Nordic culture cluster

Integrating (MBI) companies 63t
process model 209, monochronic use of time NSF International
307, 307f, 308–10t 115 see harmonizing
marketing see change Moon, J. 127 expectations
leadership in Asia– Moran, A. M. 204
Pacific M&As; Moran, R. T. et al. 105 OD see organizational
harmonizing Mosakowski, E. 182 development
expectations motivation 181t offshoring to India 10,
Markus, H. R. 105 multicultural diversity 143, 184–5
Martin, K. 47–8 205–6 authors 188
M&As see mergers and see also diversity and case situation 185–6
acquisitions (M&As) biculturalism through the challenge 186–8
masculinity vs. femininity organizational design; communicating across
16 Japan Tobacco cultures 188–90
Maslow, A. H. 203 International; cultural issue 185, 186
Matabazi, E. 74 Renault–Nissan: cultures of USA and
Matten, D. 127 strategic alliances and India 190–1, 190t
Mayrhofer, U. 209, 327, organizational change intercultural competence
329, 330–1 multicultural identities and development 191–3,
Maznevski, M. L. 38, 205, global mindset 251–2, 192f, 193t
209, 225, 311 328–9 language issue 185,
MBI see Mapping Bridging multinational companies 186, 187
Integrating (MBI) (MNCs) questions 195
process model corporate culture 286 reasons 184–5
Mercier, S. 288 ethical standards 120 recommended reading
mergers and acquisitions intercultural management 193–4
(M&As) 51–2, 148 competencies 141 time difference 185,
post-merger integration see also change leadership 186
(PMI) 51, 59–61 in Asia–Pacific M&As; Ohlsson, B. 123
stages 51, 59–60, 60f cultural and managerial organization theory 264
see also adidas and dilemmas; IKEA’s organizational culture see
Reebok: managing ethical controversies adidas and Reebok:
M&As; change in Saudi Arabia; managing M&As;
implementation Japan Tobacco change implementation
post-acquisition; International; local post-acquisition;
change leadership multicultural teams in a cultural and managerial
in Asia–Pacific multinational venture dilemmas; IKEA’s
M&As; international multiple cultures research ethical controversies
M&As: German– 18–19 in Saudi Arabia;
Bulgarian–Romanian international
case study; Japan Nahavandi, A. 60–1, 61f M&As: German–
Tobacco International; Netherlands: culture Bulgarian–Romanian
Renault–Nissan: cluster 63t case study; local
strategic alliances and see also local multicultural multicultural teams in a
organizational change teams in a multinational venture;
Merk, V. 291–2 multinational venture Renault–Nissan:
message communication network organizations 264 strategic alliances and
competencies 140, networking 116 organizational change;
140t, 143 neutral vs. affective cultures Thailand: Cultural
meta-communication skills 16, 280f, 281t, 292 Intelligence
157, 158, 161t, 162t Newman, K. L. 204 organizational design
metacognition 181t Niffenegger, P. et al. 182 see diversity and
Metro 121, 122–3 Nissan see Renault–Nissan: biculturalism through
Meyers, J. W. 142 strategic alliances and organizational design
Middle Eastern culture organizational change organizational development
cluster 63t non-judgmentalness 157, (OD)
Miska, C. 125 158, 159t, 161t defined 327

342 index
organizational development organizational design; retailing see adidas and

(OD) (cont.) Future+ Project Reebok: managing
intercultural organizational proxemics 113 M&As; IKEA’s ethical
development 3–4, public health see harmonizing controversies in Saudi
327–8 expectations Arabia
see also adidas and public relations see IKEA’s Rhinesmith, S. 35
Reebok: managing ethical controversies in Ringstrom, A. 123
M&As; Renault– Saudi Arabia Rizk, S. 323
Nissan: strategic Robert, J. G. 283
alliances and Quinn, B. 123, 125 Romani, L. 208, 306
organizational change Romania see international
organizations, defined 3 rapport management M&As: German–
otherness and discord competencies 140, Bulgarian–Romanian
case studies 8–9, 21–3 143 case study
emic approach to cultural RBV see resource-based Rousseau, D. M. 269
otherness 19–21 view Routamaa, V. et al. 66–7
etic approach to Reebok see adidas and Russia: culture cluster
comparative Reebok: managing 63t
management studies M&As see also space: the impact
15–20 relationship orientation 47 of locations
Renault–Nissan:
Palazzo, B. 297 strategic alliances Sabuni, N. 123
Parsons, T. 16 and organizational Sackmann, S. A. 18–19
participative leadership style change 209, 317–18 Salk, J. 18
65 authors 327 Sandström, J. 297
particularism vs. Cross-Functional Teams Saudi Arabia see IKEA’s
universalism 17, 280f, (CFT) 324, 326 ethical controversies in
281t, 292 cultural change and Saudi Arabia
performance orientation transcultural leadership Scandinavia see change
47, 62, 64t 321–3 leadership in Asia–
Perlmutter, H. V. 272, 283 failure rates 318 Pacific M&As
Peterson, M. F. 77, 204 intercultural structuring Schein, E. H. 105
pharmaceuticals see and processing Scholz, C. 92–3
cultural and 324–6, 325f, 326t Scholz, T. M. 83, 90, 93
managerial dilemmas; international strategic Schreier, C. 179
WORLDWIDE Rx alliance 320–1 Schwegler, U. 116, 118
Phillips, M. E. 18–19 managerial capabilities Segal, J. 237
Plaister-Ten, J. 100 and ethnorelativism self-protective leadership
planning see Sino-British 328–9 style 65
collaborative workshop organizational development sequential vs. synchronic
Pleskova, M. 125 209, 327–8 time management 17,
Poirson, P. 74 questions 331 280f, 281t, 292
politeness theory 189–90 recommended reading service industry see local
polychronic use of time 329–31 multicultural teams in a
115 Renault–Nissan Alliance multinational venture;
post-merger integration in Board 324, 325f, offshoring to India
international M&As 326t Shils, E. A. 16
51, 59–61 Renault–Nissan and Shore, B. 237
see also local multicultural the automotive Shore, L. M. et al. 250,
teams in a market 318–20, 319t, 251f, 254
multinational venture 320t short-/long-term orientation
power distance 16, 47, strategic alliances defined 16
62, 64t 317 Sino-British collaborative
Primecz, H. et al. 204, resource-based view (RBV) workshop 8, 21–2, 38
233, 237 137–8, 265, 267 author 46–7
project management resources 137–8, 285 eChina–UK Programme
see diversity and restraint vs. indulgence 38–40, 39t
biculturalism through 16 learning 47

index 343
planning 39–46, 41–2t, strategic alliances, defined Thailand: Cultural

43–5t 317 Intelligence 10, 143,
power distance 47 see also Renault–Nissan: 174–5
questions 49–50 strategic alliances and authors 179–80
recommended reading organizational change case description
47–9 Strodtbeck, F. L. 16 175–9
task and relationship Sweden: culture cluster Cultural Intelligence
orientation 47 63t 180–1, 180–1t, 180f
sociability 157, 158, 158t, see also IKEA’s ethical questions 182
162t controversies in recommended
social learning 201 Saudi Arabia; local reading 181–2
Sondergaard, M. 204 multicultural teams in a Thailand: culture
South America see multinational venture cluster 63t
WORLDWIDE Rx Switzerland: culture cluster third-country nationals
Southeast Asian culture 63t (TCN) 329
cluster 63t see also Japan Tobacco third culture individuals
space: cultural dimension International; Thailand: (TCIs) 205, 328–9
113 Cultural Intelligence third culture kids
micro-space 114 synchronic time see (TCKs) 205, 328–9
proxemics 113 sequential vs. synchronic Thomas, A. 20
territoriality 113–14 time management Thomas, D. C. 266, 267,
and time 115–16 synergy 2–3, 202–5 268, 329, 330
space: the impact of cultural synergy 91–2, three-factor model 221–2,
locations 9, 23, 107–8 204 221f, 222t
authors 113 defined 203, 323 Tian, X. 36
Buenos Aires 112 framework conditions and time
Cairo 111–12 interactants 205–7, chronemics 115
case description 108–9 209 cultural dimension 17,
conclusions 112–13 intercultural synergy 114–16, 280f, 281t,
cultural dimension of 91–2, 202–3, 204–5, 292
space 113–14 207, 235–6 past, present, future 17
cultural dimension of processes and methods sequential vs. synchronic
time 114–16 207–9 time management 17,
Moscow 109–11 280f, 281t, 292
questions 118 Tan, J. S. 35–6 and space 115–16
recommended reading Tang, M. 48–9 Time 122t
117–18 Tarique, I. 162 Ting-Toomey, S. 49, 139,
Tokyo 111 Taylor, T. L. 84, 85, 93 190
trust building 107, 108, TCIs see third culture tobacco see Japan Tobacco
113, 116, 117 individuals International
specific vs. diffuse TCKs see third culture transportation see large
interpersonal kids infrastructure project
involvement 16–17, TCN (third-country in Vietnam
280f, 281t, 292 nationals) 329 Triandis, H. C. et al.
Spencer-Oatey, H. 46, team-oriented leadership 19–20, 105
48–9, 138, 139, 140, style 65 Trompenaars, F. 16–17,
163, 189, 190, 194 teams see change 19, 208, 224–5, 234,
Stahl, G. K. et al. 127, implementation 237–8, 278, 279, 281,
127f, 128, 139–40, 142, post-acquisition; 283, 292, 294, 296–7,
156–7, 163, 200, 209, change leadership in 311
225, 254, 323, 328, Asia–Pacific M&As; trust building 107, 108,
329, 331 Future+ Project; local 113, 116, 117
Starosta, W. J. 139 multicultural teams Tschang, F. T. 81–2
Statistic Brain 184 in a multinational Tung, R. L. 141, 200
status 16–17, 280f, 281t venture; virtual teams;
Steers, R. M. 204 WORLDWIDE Rx uncertainty avoidance 16,
Stein, V. 90, 92 The Telegraph 122t 62, 64t
Storti, C. 188, 194 territoriality 113–14 understanding 189

344 index
United Arab emirates going global vs staying Walgenbach, P. 78

(UAE) see going global local; IKEA’s ethical Westwood, R. 204
vs staying local controversies in Saudi Wiltbank, R. 329–30
United States: culture 63t, Arabia Winch, G. M. et al. 238
190t, 191, 272 Van Den Bergh, R. 208, The Wire 122t
see also adidas and 278 Wolf, E. R. 17
Reebok: managing Van Dyne, L. 172 Woolliams, P. 297
M&As; cultural and Van Weerdenburg, O. World Values Survey
managerial dilemmas; 142 124
going global vs staying Varma, P. K. 194 WORLDWIDE Rx 10,
local; harmonizing Varner, I. 36 142
expectations; Verluyten, P. 36 authors 170
offshoring to India; Victor, D. A. 33–4, 36 case situation 168
WORLDWIDE Rx video gaming industry see the challenge 168–70
universalism vs. European eSports Cultural Intelligence
particularism 17, League for Video (CQ) 170–2
280f, 281t, 292 Gaming question 173
US-American DFC Vietnam see large recommended
Intelligence 80 infrastructure project reading 172–3
Usunier, J.-C. 116, 118 in Vietnam WorldWork Ltd. 142,
virt.cube framework 90–1 158–62t, 207
value-based leadership virtual teams 90–1, 214
style 65 Voigt, A. 163
Yagi N. 205
values 137, 294 Von Weizsäcker, C. F. 201
see also cultural and Von Weltzien Hoivik, H.
managerial dilemmas; 127 Zellmer-Bruhn, M. 311

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Introduction From Otherness to Synergy — An Alternative Approach to

Chapter · January 2016

Christoph Barmeyer Peter Franklin

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List of Figures viii

Introduction: From Otherness to Synergy – An Alternative

PART 1 Understanding Otherness and Discord 13

2. Harmonizing Expectations: NSF International’s

3. Planning a Sino-British Collaborative Workshop:

4. Intercultural Challenges in ­International Mergers and

5. How to Implement Change in a Post-acquisition

6. The Intercultural Challenge of Building the European

7. Leading Change in Mergers and Acquisitions

Copyrighted material – 9781137027375

8. Smart Spacing: The Impact of Locations on Intercultural

9. IKEA’s Ethical Controversies in Saudi Arabia 120

PART 2 Applying Competencies and Resources 135

11. adidas and Reebok: What Expatriate Managers Need

12. Virtual Chaos at WORLDWIDE Rx: How Cultural

13. Cultural Intelligence at Work – A Case Study from Thailand 174

14. Cultural Aspects of Offshoring to India 184

PART 3 Achieving Complementarity and Synergy 197

16. Future+: Intercultural Challenges and Success Factors

17. A Tough Day for a French Expatriate in Vietnam: The

18. Japan Tobacco International: Managing and Leveraging

19. Leveraging the Benefits of Diversity and Biculturalism

Copyrighted material – 9781137027375

20. Going Global Versus Staying Local: The Performance

21. A Parcel to Spain: Reconciling Cultural and Managerial

22. Managing Globally: Resolving Intercultural Challenges

23. Strategic Alliances and Intercultural Organizational

List of Contributors 333

Copyrighted material – 9781137027375

1 Comparative management studies: The traditional etic

The pioneering culture-comparative studies of management preferences

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These pioneering studies – and those published later by Trompenaars

Copyrighted material – 9781137027375

Understanding Otherness and Discord 17

achievement in the assigning of status; diffuse versus specific in the range of

2 Criticism of the etic studies and its consequences

Copyrighted material – 9781137027375

• The Cross-National Comparison stream assumes an equivalence of nation-

Copyrighted material – 9781137027375

Understanding Otherness and Discord 19

3 The emic approach to cultural otherness in

The etic studies described above and typified by Hofstede’s Culture’s

Copyrighted material – 9781137027375

develop “scientific” generalizations about relationships among variables, we

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Understanding Otherness and Discord 21

4 The case studies

Where differences exist, difficulties can be predicted and when difficul-

Copyrighted material – 9781137027375

Copyrighted material – 9781137027375

Understanding Otherness and Discord 23

environment in which it takes place. The Cross-Cultural Kaleidoscope™

List of Figures viii

PART 1 Understanding Otherness and Discord 13

2. Harmonizing Expectations: NSF International’s

3. Planning a Sino-British Collaborative Workshop:

4. Intercultural Challenges in International Mergers and

5. How to Implement Change in a Post-acquisition

6. The Intercultural Challenge of Building the European

7. Leading Change in Mergers and Acquisitions

8. Smart Spacing: The Impact of Locations on Intercultural

9. IKEA’s Ethical Controversies in Saudi Arabia 120

PART 2 Applying Competencies and Resources 135

11. adidas and Reebok: What Expatriate Managers Need

12. Virtual Chaos at WORLDWIDE Rx: How Cultural

13. Cultural Intelligence at Work – A Case Study from Thailand 174

14. Cultural Aspects of Offshoring to India 184

PART 3 Achieving Complementarity and Synergy 197

16. Future+: Intercultural Challenges and Success Factors

17. A Tough Day for a French Expatriate in Vietnam: The

18. Japan Tobacco International: Managing and Leveraging

19. Leveraging the Benefits of Diversity and Biculturalism

20. Going Global Versus Staying Local: The Performance

21. A Parcel to Spain: Reconciling Cultural and Managerial

22. Managing Globally: Resolving Intercultural Challenges

23. Strategic Alliances and Intercultural Organizational

List of Contributors 333