Relevant bibliographies by topics / Intercultural management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Intercultural management'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 July 2024

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Intercultural management.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Intercultural management"

1

Campbell, Nittaya. "Ethnocentrism and intercultural willingness to communicate - A study of New Zealand management students." Journal of Intercultural Communication 16, no. 1 (March 10, 2016): 1–15. http://dx.doi.org/10.36923/jicc.v16i1.707.

Full text
Abstract:
The author investigated the level of ethnocentrism and the willingness to communicate interculturally of management students (N = 438) at a university in New Zealand. The 22-item Generalized Ethnocentrism (GENE) scale and the 12-item Intercultural Willingness to Communicate (IWTC) scale were used. Results show that respondents were not highly ethnocentric and were moderate in their willingness to communicate with people from other cultures. Respondents were also asked additional questions regarding intercultural interaction on campus and in the workplace. The results suggest that they recognized the importance of intercultural communication in the workplace but that their attitudes toward interaction with students from other cultures were not conducive to developing intercultural communication skills. Implications for educators are discussed.
APA, Harvard, Vancouver, ISO, and other styles
2

Namaste, Nina, Whitney Sherman, Annie Gibson, and Ezra Spira-Cohen. "Intercultural Professional Development for Educators: Applying Intercultural Learning to Enhance Effectiveness." Frontiers: The Interdisciplinary Journal of Study Abroad 36, no. 1 (April 16, 2024): 280–311. http://dx.doi.org/10.36366/frontiers.v36i1.826.

Full text
Abstract:
To examine the interaction between educators’ intercultural development and students’ intercultural growth, we studied the impact of CIEE’s Intercultural Communication and Leadership (ICL) course. Our results indicate that Educator, Country, Gender, and Field had impacts on students’ intercultural gains (Gibson et al., 2023); the focus of this article is solely on educators’ perceptions of the factors that shape their ability to foster student intercultural learning. Using the AAC&U’s (2009) Intercultural Knowledge and Competence VALUE Rubric to frame the 22 educator interview responses, our study indicates the tangible results of formally and informally supported educators’ intercultural professional development. As a result of educators’ intentional intercultural development, they leverage skilled pedagogical techniques to effectively bridge with students to enhance their intercultural learning. Therefore, we argue for the investment, expansion, and mentorship of faculty development, particularly with regards to educator’s own intercultural growth, in order to activate and expand students’ learning while studying abroad. Abstract in Spanish Para examinar la interacción entre el desarrollo intercultural del profesorado y el avance cultural estudiantil nosotros estudiamos el impacto del curso, “Intercultural Communication and Leadership”, que enseña el programa CIEE. Nuestros resultados indican que el profesor, el país, el género y la disciplina tiene un impacto en los avances interculturales de los estudiantes que estudian en el extranjero (Gibson et al., 2023); este artículo se enfoca únicamente en las percepciones de los factores que les ayuda a los maestros a fomentar el aprendizaje intercultural de los estudiantes. Entrevistamos a 22 educadores y usamos a la rúbrica “Intercultural Knowledge and Competence VALUE” (2009) de AAC&U para interpretar las entrevistas. Nuestro estudio indica que lo más significativo, para ellos, es el desarrollo profesional que se enfoca en su propio desarrollo intercultural. Con esta formación el profesorado podía usar y aplicar pedagogías para conectar con los estudiantes que efectivamente avanzaban las habilidades interculturales de los estudiantes. A causa de tal, nosotros argüimos que la inversión, expansión y mentoría del profesorado, enfocado en su propio desarrollo intercultural, es necesaria para fomentar las capacidades interculturales de los estudiantes mientras estudian en el extranjero.
APA, Harvard, Vancouver, ISO, and other styles
3

Nový, Ivan. "Intercultural Management and Managerial Activities." Acta Oeconomica Pragensia 15, no. 2 (April 1, 2007): 71–90. http://dx.doi.org/10.18267/j.aop.50.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Blazevski, Ivan. "THE RELEVANCE OF INTERCULTURAL COMPETENCE FOR INTERCULTURAL MANAGEMENT." Knowledge International Journal 26, no. 6 (March 18, 2019): 1681–86. http://dx.doi.org/10.35120/kij26061681b.

Full text
Abstract:
The different changes in economic conditions such as the increasing interdependence of the world economy, the economic integration of Europe, the transformation of Central and Eastern Europe and the dynamics of the technological development have resulted in the fact, that the internationalization of business activities was inevitable. New businesses and firms were set up as a "conversion" of Western companies, as part of collaborations or linkages with Western organizations. The intercultural understanding cannot keep up with the pace of globalization. Business cooperation between different nations often fails due to the difference of the cultural values and attitudes. The economic imperative of globalization forces, on the one hand, more and more companies to expand their activities worldwide. On the other hand, companies are more and more exposed to cultural differences and their conflict-prone consequences without there being sufficient nation state or multinational mechanisms of control available. The failure of co-operation shows that purely economic conditions for success are necessary but not a sufficient condition for a successful collaboration. In addition to the necessary economic conditions, cultural aspects should be involved. Organizations should design and support organizational culture that maximizes the benefits of diversity, and use that culture to manage various groups of organizational members, project teams, business start-up teams, customer service response teams, and top management.Intercultural management intends to create and maintain a positive work environment where the similarities and differences of individuals are valued, so that all can reach their potential and maximize their contributions to an organization’s strategic goals and objectives. In addition, ensures that all employees have the opportunity to maximize their potential and enhance their self-development and their contribution to the organization. It recognizes that people from different backgrounds can bring fresh ideas and perceptions, which can make the way work is done more efficient and make products and services better.This paper discusses the importance and necessity of implementation of intercultural management approaches. Therefore, are listed examples that stress the contribution of the intercultural management approaches to the success of many western companies operating in different parts of the world, and to the success of mergers and acquisitions. In addition, an attempt is made to differentiate constituent elements of intercultural management, based on their representation in the largest number of authors, as well as pointing to areas of further research in the field of intercultural management.
APA, Harvard, Vancouver, ISO, and other styles
5

Muraoka, H. "Management of intercultural input." Journal of Asian Pacific Communication 10, no. 2 (December 31, 2000): 297–311. http://dx.doi.org/10.1075/japc.10.2.09mur.

Full text
Abstract:
In this paper, I claim that unlike spontaneous discourse, in which language deviations tend to trigger instant evaluations and adjustments, management of intercultural input is relatively free from time restriction and thus allows re- management at each stage of deviations from norms, noting, evaluation, adjustment and implementation.
APA, Harvard, Vancouver, ISO, and other styles
6

Atala, Issam. "Euro-Med And Intercultural Management." European Scientific Journal, ESJ 12, no. 4 (February 28, 2016): 201. http://dx.doi.org/10.19044/esj.2016.v12n4p201.

Full text
Abstract:
As technological inventions and innovations are bewildering the human mind, destroying barriers between peoples, cultures, time and space, globalization trends are sweeping civilizations, nations, nationalisms and other ethnic narrow circles. The winds of human revolutions overwhelm governments, leaders and citizens in pursuit of a better world, based on human freedoms and rights, economic well-being, peace and sustainable ecosystem. This positive cultural change is subjected to many obstacles and much dichotomy, whereby some do promote a negatively extreme pole of violence, terror and death. The objective of this research is to deeply explore the inner venues of both trends, embraced by a new breed of international mangers, leaders, and further determine their impact upon the birth of a world culture, primarily adopted by international businesses. The proposed methodology of research relies, primarily on data gathering from many thinkers and organizations aiming at laying a possible foundation for promoting intercultural management between Europe and the Middle Eastern countries.
APA, Harvard, Vancouver, ISO, and other styles
7

Boyko, Olga, Rymma Mylenkova, and Larysa Otroschenko. "Intercultural Management in Educational Organizations." Perspektywy Kultury 29, no. 2 (June 30, 2020): 163–72. http://dx.doi.org/10.35765/pk.2020.2902.12.

Full text
Abstract:
Human capital is an outstanding factor in any country’s competitiveness. This fact affirms the decisive role of education in the raise of a country’s economic and social prosperity in the international space. Reforming of domestic higher education system is carried out in the direction of new educational management support, universities management, scientific activity financing and intercultural interaction of universities with personalities, cultures and business. In that con­text most of the educational organizations become multicultural and multi­national ones. That is why universities as intercultural spaces are the focus of this paper. Contemporary universities face many challenges including the tasks of remaining intellectually and culturally viable in a fast changing world, pre­paring students to compete in the global labor market and interact with people from other ethnic, religious, cultural, national and geographic groups. Different approaches to the concept of “intercultural management in educational organi­zations” have been defined and its improvement resources in the higher edu­cation system have been identified. Taking into consideration that intercultural management is comprised of intercultural competences, the notion “intercul­tural competence” has been thoroughly analyzed. It was concluded that intercul­tural management, based on different dimensions of knowledge, attitudes, abili­ties and skills, is generally defined as the capability of successful communication and high performance of an organization in collaboration with other cultures.
APA, Harvard, Vancouver, ISO, and other styles
8

Globokar, Tatjana. "Intercultural Management in Eastern Europe." International Studies of Management & Organization 26, no. 3 (September 1996): 47–59. http://dx.doi.org/10.1080/00208825.1996.11656687.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Ong, Sue Lyn. "Exploring Rapport Management among Culturally Diverse Students during Group Work Face-to-face Interactions: A Qualitative Study." Jurnal Komunikasi: Malaysian Journal of Communication 39, no. 4 (December 21, 2023): 489–506. http://dx.doi.org/10.17576/jkmjc-2023-3904-26.

Full text
Abstract:
Group work skills are commonly viewed as an important generic outcome of university for all students. Often, students working in groups for course assignments engage in potentially face-threatening interactions during discussions. The complication is compounded when students represent culturally diverse backgrounds in such intercultural communication.This study describes the rapport management that takes place during face-to-face group work interactions and examines the complex negotiation of social categories during intercultural group work interactions. This ethnographically informed qualitative study involved participants who were first-year undergraduates taking a course in English for Business. Their group discussions were observed in-situ, interactions were audio-taped and then transcribed for analysis. The study investigates the social intercultural interactions using Rapport Management as a framework to analyse intercultural interactions based on the concepts of face, sociality rights, and interactional goals. The findings confirm that rapport orientation is a key influence in strategy choice driven by the constructed social categories of the participants. Individual social categories are co-constructed and negotiated during the interaction processes. In face-threatening situations, the participants would orient to rapport-neglect and rapport-challenge during an interaction, but they would finally orientate to rapport-maintenance to achieve the successful interactional goals of group work. The study contributes towards the body of knowledge and understanding on rapport management and social categories in group work interactions in the context of a Malaysian university. The findings suggest that education practitioners need to be more interculturally competent in understanding the dynamics of intercultural communication among students during their participation in group work. Keywords: Rapport management, intercultural communication, social categories, group work, interaction.
APA, Harvard, Vancouver, ISO, and other styles
10

Ramayan, Srikumar K., Intan Abida Abu Bakar, Vijaya Sooria Sangaran Kutty, and Kamdoum Keren Rosa. "Causes of Intercultural Conflict and its Management Styles Among Students in Sunway University." Idealogy Journal 5, no. 2 (September 28, 2020): 199–214. http://dx.doi.org/10.24191/idealogy.v5i2.242.

Full text
Abstract:
The purpose of this study is to discover the causes of intercultural conflict and its management styles among Sunway University students. A total of six participants were selected from among different departments at Sunway university. A qualitative method was used to achieve the objectives of this research through in-depth interviews. the causes of intercultural conflict and its management styles were assessed based on intercultural conflict and intercultural conflict management style theory. The participants’ feedback was transcribed and analyzed by using the deductive coding method which identified themes such as intercultural conflict, impact on intercultural conflict on relationships as well as intercultural conflict management styles that comprises of five categories, obliging, dominating, avoiding, compromising and integrating style. The results suggest, misunderstanding, as the main cause of intercultural conflict and it impacts people both positively and negatively depending on the situation. While suggesting avoiding style as the most used style of overcoming intercultural conflict among Sunway university students when it comes to gender, race, religion and cultural issues. The research findings will add to existing work on intercultural conflict and its management styles.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Intercultural management"

1

Desai, Deven, and Franck Garozzo. "Intercultural Management: Morocco and India." Thesis, Linköpings universitet, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-70377.

Full text
Abstract:
In the new generation of the world “the world is flat” (Friedman), companies are going into new markets or are already in a foreign market. A major issue when youhave activities in a foreign market is the intercultural management. A lot of theories were developed around this topic to help companies to handle the problem that occurs when management fails to understand the incoming nation’s culture. The aim of this study is to apply these theories to a practical and specific case. The two mains areas explored, through the theories we choose to focus on, are: Culture and Leadership. We choose to follow a deductive process using two research designs: the case study design and the comparative design. Our data was principally collected through our survey available athttp://bachelorthesis.weebly.com/. That is what was considered as primary data. We also used secondary data that was already collected by Geert Hofstede and is available on his websitehttp://www.geert-hofstede.com/. Through this study we want to show the relation between culture and leadership by answering the following questions: -How can companies benefit by having leaders who understand properly the aspects of intercultural management? -We will discuss the methods that managers use to deal with different external cultures, preserve the internal corporate culture and maintain a stable work environment. -What are the limitations of the use of these tools?
APA, Harvard, Vancouver, ISO, and other styles
2

Lo, Joyce P. (Joyce Pui-Man) 1975. "Conflict management models in intercultural business." Thesis, Massachusetts Institute of Technology, 1999. http://hdl.handle.net/1721.1/80105.

Full text
Abstract:
Thesis (S.B. and M.Eng.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science, 1999.
Includes bibliographical references (leaves 88-90).
by Joyce P. Lo.
S.B.and M.Eng.
APA, Harvard, Vancouver, ISO, and other styles
3

Wennerström, Lee. "Managing change with an intercultural team." Thesis, Högskolan i Borås, Institutionen Handels- och IT-högskolan, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-16946.

Full text
Abstract:
The study explores the subjects of organizational change and management of intercultural teams. The goal of the study is to spread knowledge about how an intercultural team should be managed in order to assure the best possible success of an organizational change initiative. It has long been recognized that organizations constantly need to change in order to stay competitive. At the same time it has also been recognized that organizations today operate on the global arena with operations spread to many different parts of the world. It is thus important to understand how an intercultural team should be managed in order to assure the success of an organizational change initiative.The aim of this study has been to provide information and guidelines that may be used by academia as well as professionals to better understand how to manage an intercultural team that conducts an organizational change. A total of six different guidelines have been presented in this research - each one important in assuring an effective teamwork and a successful organizational change.The study has been conducted using a qualitative research approach and the method used for gathering data has been interviews as well as literature studies.
Program: Magisterutbildning i informatik
APA, Harvard, Vancouver, ISO, and other styles
4

Studham, Susan Fenty. "Stage management: A question of approach in intercultural theatre." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2015. https://ro.ecu.edu.au/theses/1588.

Full text
Abstract:
This thesis questions the complexities of stage management in crosscultural exchanges by way of a case study surrounding the mounting and maintenance of an original theatrical production in Bali, utilising an introduced western theatre style. The collaboration takes place in the newly constructed mega-theatre at the Bali Safari and Marine Park in Gianyar (2010). As an American-Australian stage manager, my research is predicated on experiences of leading and mentoring a team of ten Indonesian (Balinese and Javanese) stage managers in procedures required to manage a technically-advanced, large-scale production. Bali Agung presents a legend of Balinese goddesses in a production that was created by an international artistic team featuring a cast of more than 150 Balinese performers, plus 11 species of animals and supported by a technical team of approximately 70. Due to the inexperience of the team, formal training became an aspect of the exchange. During the research process, I returned to Bali numerous times for data collection, further mentoring, rehearsals and productions at Bali Theatre, thus couching the investigation in an ethnographic study and an integral action research feedback loop. The investigative focus is on the production requirements of a mega show in an intercultural context and the unique and extraordinary considerations that were encountered in the process. Considerations include theoretical concepts such as syncretism, interculturalism, hybridity, time, communication, safety management and religion, all of which have bearings on this case study. Re-evaluation of the production processes by means of interviews, observation, action research and ethnography offers the opportunity to shed new light on approaches to stage management and the training of stage managers in an intercultural context. Framed by a professional theatrical production, this practice-led study explores ideas of synthesis, cultural variation, knowledge transfer and assumptions embedded in theatrical processes, and brings into focus previously undocumented creative negotiations and complexities of exchange, which offer new concepts in the discipline of stage management.
APA, Harvard, Vancouver, ISO, and other styles
5

van, Luinen Edward. "Global leadership| Strategies and practices to develop intercultural skills." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10139809.

Full text
Abstract:

Globalization is a transformational change phenomenon that is significantly and rapidly impacting today’s organizations, leaders, and people. In turn, the role of the global business leader has become quite complex, and Fortune 500 organizations are facing a dearth of global leaders capable of addressing today’s business leadership challenges. In response to this challenge, one particular strategy for developing global leaders focuses on building intercultural skills. However, given the complexity of their roles, global leaders may face difficulties in developing these skills. By first acknowledging these obstacles global leaders can then, through their work, develop effective strategies and practices in the intercultural domain. After some time spent working in their global roles, leaders may be in the best position to measure what intercultural strategies and practices are most effective. Once global leaders possess strong intercultural acumen, they can pass on their knowledge to emerging generations of leaders by recommending a number of strategies and practices that have proven effective in navigating the global business arena.

This study took a qualitative approach through semi-structured interviews of global leaders to gain a deeper understanding of the difficulties faced in developing intercultural skills. From that vantage point, the interviewees articulated strategies they have used to nurture these critical intercultural skills. Success measures for global leaders demonstrating applicable intercultural skills may include effective communication, team cohesion, and goal achievement. Other success measures were discovered as a result of this study. Collectively, these measures inform new strategies and tools to develop and coach future generations of emerging global leaders seeking to enhance their intercultural acumen.

APA, Harvard, Vancouver, ISO, and other styles
6

MacGregor, Eve. "Risk management strategies for intercultural factors in global software development." Thesis, University of British Columbia, 2007. http://hdl.handle.net/2429/31978.

Full text
Abstract:
More and more development effort is spread across the globe in a variety of project configurations. In order to effectively manage these projects software project risk analysis must be expanded to include factors that are unique to projects that span distances, time zones and national and organizational cultures. This thesis describes a qualitative exploratory case study within a company that was initially outsourcing to a software house in India and later moved that development to an offshore office in China. This case is one of several that were part of a multi-pronged research effort exploring the effects of culture in a Global Software Development (GSD) environment. The interview questions explored the day-to-day work process of project personnel through a detailed conversation about their daily work life and their opinions about how the project went or was going. The analysis of participant interviews took a Grounded Theory approach. This thesis explores the issue of risks related to culture from two perspectives; a top-down approach wherein the literature in sociology and anthropology give insight into the concept of culture and into socio-cultural models and a bottom-up approach whereby the case study results are synthesized into practical recommendations. The results are two-fold. The first is a set of propositions that are useful for the identification and planning phases of risk management. The second is a summary of the risks encountered in the case under study along with associated strategies and the sociocultural model concepts and indices that are related.
Applied Science, Faculty of
Electrical and Computer Engineering, Department of
Graduate
APA, Harvard, Vancouver, ISO, and other styles
7

Ha, Kyung-Hun [Verfasser]. "Intercultural Competence in the Information System Domain / Kyung-Hun Ha." Berlin : ESCP Europe Wirtschaftshochschule Berlin, 2016. http://d-nb.info/1103250973/34.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Ting, Lee Tee, and Somruetai Tantakitti. "Intercultural Challenges in Control Mechanism in Project Management : A Study of Singapore Project Management Climate." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-39402.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Chen, Ling. "Topic management as communication accommodation strategies in intra- vs. intercultural interactions /." The Ohio State University, 1991. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487694389392506.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Clements, Alyssa. "Generation Me: Millennial Intercultural Sensitivity and Conflict Management Styles in the Group Setting." Thesis, University of Oregon, 2017. http://hdl.handle.net/1794/22291.

Full text
Abstract:
The Millennial Generation is a young generation now required to effectively and efficiently navigate the cultural diversity that they encounter in various group settings throughout the United States. Research has examined conflict management styles and intercultural sensitivity, but few studies have investigated these two concepts specifically within the Millennial Generation. The purpose of this study is to fill the gap that exists in the current literature through an examination of the relationship between intercultural sensitivity and conflict management styles within the Millennial Generation in a hypothetical intercultural group setting. The results from 221 participants indicate that positive and negative relationships exist among the dimensions of intercultural sensitivity and conflict management styles, Millennials show a preference for conflict management styles that reflect a concern for self, and Millennials report high Interaction Confidence and low Respect for Cultural Difference. Limitations and directions for future research are also discussed.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Intercultural management"

1

Barmeyer, Christoph, and Peter Franklin, eds. Intercultural Management. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-02738-2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Huang, Joanne. Sino-German Intercultural Management. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-38763-1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Dai, Xiaodong, and Guo-Ming Chen. Conflict Management and Intercultural Communication. 2nd ed. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003252955.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Robinson-Easley, Christopher Anne. Beyond Diversity and Intercultural Management. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137400864.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Christopher, Elizabeth, ed. International Management and Intercultural Communication. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1007/978-1-137-47991-4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Christopher, Elizabeth, ed. International Management and Intercultural Communication. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1007/978-1-137-55325-6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Mayer, Claude-Hélène. Intercultural Mediation and Conflict Management Training. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-51765-6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

1954-, Tanaka Hiromasa, ed. Intercultural interactions in business and management. Bern: Peter Lang, 2011.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Chaney, Lillian H. Intercultural business communication. 4th ed. Upper Saddle River, N.J: Prentice Hall, 2005.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

John, Collard, Normore Anthony, and Merchant Betty Marie, eds. Leadership and intercultural dynamics. Charlotte, N.C: Information Age Pub., 2009.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Intercultural management"

1

Barmeyer, Christoph, and Peter Franklin. "Introduction From Otherness to Synergy — An Alternative Approach to Intercultural Management." In Intercultural Management, 1–12. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-02738-2_1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Miska, Christof, and Michaela Pleskova. "IKEA’s Ethical Controversies in Saudi Arabia." In Intercultural Management, 120–33. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-02738-2_10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Barmeyer, Christoph, and Peter Franklin. "Applying Competencies and Resources: Handling Cultural Otherness as the Second Step Towards Generating Complementarity and Synergy from Cultural Diversity." In Intercultural Management, 137–47. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-02738-2_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Kempf, Matthias, and Peter Franklin. "Adidas and Reebok: What Expatriate Managers Need to Manage M&As Across Cultures." In Intercultural Management, 148–66. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-02738-2_12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Livermore, David, and Soon Ang. "Virtual Chaos at WORLDWIDE Rx: How Cultural Intelligence Can Turn Problems into Solutions." In Intercultural Management, 167–73. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-02738-2_13.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Schreier, Claus, and Astrid Kainzbauer. "Cultural Intelligence at Work — A Case Study from Thailand." In Intercultural Management, 174–83. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-02738-2_14.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Storti, Craig, and Peter Franklin. "Cultural Aspects of Offshoring to India." In Intercultural Management, 184–96. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-02738-2_15.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Barmeyer, Christoph, and Peter Franklin. "Achieving Complementarity and Synergy: The Third Step to Leveraging Diversity in Intercultural Management." In Intercultural Management, 199–213. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-02738-2_16.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Barmeyer, Christoph, and Ulrike Haupt. "Future+: Intercultural Challenges and Success Factors in an International Virtual Project Team." In Intercultural Management, 214–27. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-02738-2_17.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Chevrier, Sylvie. "A Tough Day for a French Expatriate in Vietnam: The Management of a Large International Infrastructure Project." In Intercultural Management, 228–39. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-02738-2_18.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Intercultural management"

1

Georgescu, Ruxandra, Gabriela Daniela Bulacu, and Claudia Istratie (Achim). "Globalization and Intercultural Management." In International Conference Risk in Contemporary Economy. Dunarea de Jos University of Galati, Romania Faculty of Economics and Business Administration, 2019. http://dx.doi.org/10.35219/rce2067053238.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Gonzalez, Omar, Jean-Paul Barthes, and Felix Ramos. "A MAS supporting intercultural knowledge management." In 2011 15th International Conference on Computer Supported Cooperative Work in Design (CSCWD). IEEE, 2011. http://dx.doi.org/10.1109/cscwd.2011.5960217.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Li, Hui. "Correlations of Intercultural Sensitivity and Intercultural Effectiveness in Micro-interaction Contexts." In 2017 4th International Conference on Education, Management and Computing Technology (ICEMCT 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icemct-17.2017.129.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Shi, L. "Intercultural Communication and English Education." In 2015 International Conference on Social Science, Education Management and Sports Education. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/ssemse-15.2015.20.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

LI, YUANTING. "THE CULTIVATION OF INTERCULTURAL COMMUNICATION TALENTS IN SINO-FOREIGN COOPERATIVE EDUCATION." In 2021 INTERNATIONAL CONFERENCE ON ADVANCED EDUCATION AND INFORMATION MANAGEMENT (AEIM 2021). Destech Publications, Inc., 2021. http://dx.doi.org/10.12783/dtssehs/aeim2021/36007.

Full text
Abstract:
Abstract. The study mainly explores the main characteristics, existing problems and corresponding solutions of Sino-foreign cooperative education in cultivating intercultural communication talents. It adopts exploratory analysis and case studies through data collected principally from QMUL Engineering School, NPU and Glasgow College, UESTC. It is found that students in Sino-foreign cooperative education have strong intercultural communication competence since they have: 1) a good master of foreign language; 2) more opportunities to communicate and exchange with foreigners; 3) strong acceptance towards multi-cultures; 4) strong initiative and practical-ness to work or study abroad. However, problems and challenges exist, such as poor language output, superficial intercultural communication and unstable intercultural communicative approach. It is suggested to adopt diversified assessment modes, create an intercultural communicative environment and build an intercultural assistant mechanism to comprehensively promote the cultivation of intercultural communication talents in Sino-foreign cooperative education.
APA, Harvard, Vancouver, ISO, and other styles
6

Quan, Yuan Yuan. "Analysis of Silence in Intercultural Communication." In 2015 International Conference on Economy, Management and Education Technology. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/icemet-15.2015.35.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Li, Wei. "Intercultural Communication Competence Training through Network Platform and Field Training." In 2011 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2011. http://dx.doi.org/10.1109/iciii.2011.176.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Jian, Zhu. "Cultivation and Implementation of Intercultural English Communicative Competence." In International Conference on Information System and Management Engineering. SCITEPRESS - Science and and Technology Publications, 2016. http://dx.doi.org/10.5220/0006448102390241.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Chen, Jie. "Cause Analysis on Pragmatic Failure in Intercultural Communication." In International Conference on Education, Management and Information Technology. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/icemit-15.2015.120.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Plamadeala, Olivia. "Intercultural management - the way to economic and business sustainability." In Masa rotunda "Multilingvism și Interculturalitate in Contextul Globalizarii”, editia III. Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/9789975147835.06.

Full text
Abstract:
Globalization is the process whose aim is to eliminate different artificial barriers to the movement of goods, services, capital, knowledge and people in global world. At the same time globalization affect all areas of people's life such as politic, economic, business or cultural one. As a matter of fact, the importance of interculturality is crucial for social wellbeing in daily life. The aim of this paper is to show the key aspect of interculturality and it’s connection especially with modern business, when Multicultural Companies use creative, human factor for increasing their business strategies. Also, we will develop the idea that interculturality is an interdisciplinary human resources field concerned with facilitating management in organizational communities where is a deep understanding and respect off all cultures focusing on effective interactions, development of deep relationships and mutual exchange of cultural norms between customers and all the stakeholders across organizational borders. It will develop the processes within a culturally diverse team in order to achieve many goals. Moreover, developing intercultural management skills is essential not only for working with people across cultures more effectively, and thus getting better business results, but also for becoming more resilient and agile in dealing with the daily changes, the uncertainty and the complexity of modern life. This paper will analyze the main reasons of implementing Intercultural Management in start-ups, when company wants to enter a foreign market or in promoting democracy.
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Intercultural management"

1

Thunø, Mette, and Jan Ifversen. Global Leadership Teams and Cultural Diversity: Exploring how perceptions of culture influence the dynamics of global teams. Aarhus University, October 2018. http://dx.doi.org/10.7146/aul.273.

Full text
Abstract:
In the 21st century, business engagements are becoming increasingly global, and global teams are now an established form of organising work in multinational organisations. As a result, managing cultural diver-sity within a global team has become an essential part of ensuring motivation, creativity, innovation and efficiency in today’s business world.Global teams are typically composed of a diversity of experiences, frames of references, competencies, information and, not least, cultural backgrounds. As such, they hold a unique potential for delivering high performance in terms of innovative and creative approaches to global management tasks; however, in-stead of focusing on the potentials of cultural diversity, practitioners and studies of global teams tend to approach cultural diversity as a barrier to team success. This study explores some of the barriers that cultural diversity poses but also discusses its potential to leverage high performance in a global context.Our study highlights the importance of how team leaders and team members perceive ‘culture’ as both a concept and a social practice. We take issue with a notion of culture as a relatively fixed and homogeneous set of values, norms and attitudes shared by people of national communities; it is such a notion of culture that tends to underlie understandings that highlight the irreconcilability of cultural differences.Applying a more dynamic and context-dependent approach to culture as a meaning system that people negotiate and use to interpret the world, this study explores how global leadership teams can best reap the benefits of cultural diversity in relation to specific challenging areas of intercultural team work, such as leadership style, decision making, relationship building, strategy process, and communication styles. Based on a close textual interpretation of 31 semi-structured interviews with members of global leader-ship teams in eight Danish-owned global companies, our study identified different discourses and per-ceptions of culture and cultural diversity. For leaders of the global leadership teams (Danish/European) and other European team members, three understandings of cultural diversity in their global teams were prominent:1)Cultural diversity was not an issue2)Cultural diversity was acknowledged as mainly a liability. Diversities were expressed through adifference in national cultures and could typically be subsumed under a relatively fixed numberof invariable and distinct characteristics.3)Cultural diversity was an asset and expressions of culture had to be observed in the situationand could not simply be derived from prior understandings of cultural differences.A clear result of our study was that those leaders of global teams who drew on discourses of the Asian ‘Other’ adherred to the first two understandings of cultural diversity and preferred leadership styles that were either patriarchal or self-defined as ‘Scandinavian’. Whereas those leaders who drew on discourses of culture as dynamic and negotiated social practices adhered to the third understanding of cultural di-versity and preferred a differentiated and analytical approach to leading their teams.We also focused on the perceptions of team members with a background in the country in which the global teams were co-located. These ‘local’ team members expressed a nuanced and multifaceted perspective on their own cultural background, the national culture of the company, and their own position within the team, which enabled them to easily navigate between essentialist perceptions of culture while maintain-ing a critical stance on the existing cultural hegemonies. They recognised the value of their local knowledge and language proficiency, but, for those local members in teams with a negative or essentialist view of cultural diversity, it was difficult to obtain recognition of their cultural styles and specific, non-local competences. 3Our study suggeststhat the way global team members perceive culture, based on dominant societal dis-courses of culture, significantly affects the understandings of roles and positions in global leadership teams. We found that discourses on culture were used to explain differences and similarities between team members, which profoundly affected the social practicesand dynamics of the global team. We con-clude that only global teams with team leaders who are highly aware of the multiple perspectives at play in different contexts within the team hold the capacity to be alert to cultural diversity and to demonstrate agility in leveraging differences and similarities into inclusive and dynamic team practices.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Intercultural management' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography