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