Cross-Cultural Management in Practice
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Cross-Cultural Management in Practice

Culture and Negotiated Meanings

Edited by Henriett Primecz, Laurence Romani and Sonja Sackmann

Based on the view that culture is dynamic and negotiated between actors, this groundbreaking book contains a collection of ten cases on cross-cultural management in practice. The cases draw on field research revealing challenges and insights from working across nations and cultures. Each case provides recommendations for practitioners that are developed into a framework for effective intercultural interactions as well as offering illustrations and insights on how to handle actual cross-cultural issues. This enriching book covers various topics including international collaborations across and within multinational companies, organizational culture in international joint ventures and knowledge transfer.
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Chapter 12: Culture and Negotiated Meaning: Implications for Practitioners

Sonja A. Sackmann, Laurence Romani and Henriett Primecz


Sonja A. Sackmann, Laurence Romani and Henriett Primecz NEW WORK PLACE REALITIES Over the past three decades, the business world has become increasingly interconnected on a global scale (Chapter 11). Companies have internationalized or even globalized by establishing presence in different parts of the world – be it by developing representations (Chapter 7), sales offices and production sites in different countries (Chapters 3 and 8), by delivering services in different parts of the world (Chapter 2), by establishing strategic partnerships (Chapters 4 and 10) or by acquiring or merging with firms in different parts of the world (Chapter 5). A part of the workforce has become increasingly mobile moving around and working in different countries (Chapter 2). Hence, work places are composed of people from different regions and nations. The potential customers of many firms are also located in different parts of the world with customs and likings that are likely to differ from those of a company’s home base. Information is readily available worldwide through the word wide web and can be accessed in even the remotest area. This allows ideas and concepts such as management models to spread around the globe (Chapters 6 and 9) with still a strong dominance of Western conceptions (Chapter 11). Together, these factors have resulted in multicultural work situations that can be characterized by interactions between people of different regions, nations, organizations, professions, hierarchy, gender, ages and so on (Sackmann and Phillips, 2004). Working effectively in such an increasingly multinational and multicultural business world...

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