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A Global View on Intercultural Management : Challenges in a Globalized World.
Whatever their industry of origin, all companies are facing the same challenge to a greater or lesser degree: globalization. A culture in which representatives of different countries und cultures can come together, anticipating and understanding the cultural challenges, creates the foundation of any...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Berlin/Boston :
De Gruyter,
2015.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- A Global View on Intercultural Management; Title Page; Copyright Page; Preface; Acknowledgments; Table of Contents; Table of Figures; List of Tables; 1 Globalization and InterculturalManagement; 1.0 Statement of the problem; 1.1 "The Global Challenge"; 1.1.1 Global challenges; 1.1.2 The intercultural answer; 1.2 Intercultural management; 1.2.1 Definition of intercultural management; 1.2.2 The importance of intercultural management; 1.2.3 The tasks of intercultural management; 1.2.4 Challenges in the field of intercultural management; 1.2.5 The European Union and intercultural dialogue.
- 1.2.6 Intercultural management vs. cross-cultural-management1.3 The expert's view: Interview with Dr. Thomas Zenetti; 1.4 Case Study: Interviewing costumers in Asia -The impact of culture; 2Cultural Reflection as a Starting Point forIntercultural Management; 2.0 Statement of the problem; 2.1 Acting in a different cultural setting; 2.2 The term "culture" from a scientific-anthropologicalpoint of view; 2.3 The Iceberg-Model; 2.4 Approaching a systematization of differentcultural concepts; 2.4.1 Keller's cultural concept; 2.4.2 Luthans' cultural concept; 2.4.3 Kluckhohn's cultural concept.
- 2.4.4 Schein's Model: Three Levels of Culture2.4.5 Symbols; 2.4.6 Heroes; 2.4.7 Rituals; 2.4.8 Value systems; 2.5 Insights into five cultural models; 2.5.1 Hall's Cultural Model; 2.5.2 Hofstede's 5-Dimension Model; 2.5.3 Trompenaars' 7-D-Model; 2.5.4 Schwartz' Cultural Model; 2.5.5 GLOBE-Study; 2.6 Comparison of the cultural models; 2.7 The application of cultural models in the trainingpractice; 2.8 Levels and core elements of the cultural environmentand its influence on international assignments; 2.8.1 Questioning one's own cultural point of view.
- 2.8.2 Core elements of the cultural environment2.8.3 Regarding the interrelation of the core elements; 2.9 The expert's view: Interview with Prof. Dr. GeertHofstede; 2.10 Intercultural exercise: Bridge construction expertsamong the "Ulemans"; 2.11 Case Study: Getting people to play ball; 3 Corporate Culture and Internationalization; 3.0 Statement of the problem; 3.1 Corporate cultures in global interaction; 3.1.1 A research project on global cultural development; 3.1.2 Cultural integration drivers; 3.2 Mergers & acquisitions; 3.2.1 The terms "merger" & "acquisition"; 3.2.2 Cross-border M & A.
- 3.2.3 Reasons for M & A3.2.4 Drawbacks; 3.2.5 The process of forming M & A; 3.2.6 Cultural Due Diligence; 3.2.7 An evaluation of mergers & acquisitions; 3.2.8 The influence of culture on M & A
- selected results of two studies; 3.2.9 A practical example: a pre-deal planning by KPMG; 3.3 Interview with Peter Agnefjäll, CEO of IKEA; 3.4 Case Study: From foundering consumer goods factoryto cookware leader: A recipe for growth; 4 Values under the Influence of Culture andTechnology; 4.0 Statement of the problem; 4.1 Values and responsibilities; 4.2 De Bono's Six Value Medals; 4.3 The World Values Survey.