ABSTRACT

This book is a collection of 16 empirical cases in critical Cross-Cultural Management (CCM). All cases approach culture in CCM beyond national cultures, and all examine power as an integrative part of any cross-cultural situation. The cases also consider diversity in the sense of culturally or historically learned categorizations of difference (such as gender, race, ethnicity, religion and class), and acknowledge how diversity categories might differ across cultures. Furthermore, each case suggests a specific method or concept for improving upon the situation. Out of this approach, novel insights emerge: we can see how culture, power and diversity categories are inseparable, and we can understand how exactly this is the case. The uses and benefits of this book are thus both conceptual and methodological; they emerge at the intersections of Critical CCM and diversity studies. All cases also discuss implications for practitioners and are suitable for teaching.

Mainstream CCM often limits itself to comparative models or cultural dimensions. This approach is widely critiqued for its simplicity but is equally used for the exact same reason. Often, academics teach this approach whilst cautioning students against implementing it, and this might be simply due to a lack of alternatives. Through means of rich empirical cases, this book offers such an alternative.

Considering the intersections of culture, diversity and power enables students, researchers and practitioners alike to see ‘more’ or ‘different’ things in the situation, and then come up with novel approaches and solutions that do justice to the realities of culture and diversity in today’s (and the future's) management and organizations. The chapters of this book thus offer concepts and methods to approach cross-cultural situations: the conceptual gain lies in bringing together CCM and (critical) diversity studies in an easily accessible manner. As a methodological contribution, the cases in this book offer the concise tools and methods for implementing an intersectional approach to culture.

chapter |11 pages

Introduction

Why Study CCM in Intersection?

chapter 1|10 pages

The Paradoxical Consequences of ‘The Perfect Accent’!

A Critical Approach to Cross-Cultural Interactions

chapter 2|11 pages

Race and Privilege in CCM

A Cross-Cultural Life Story

chapter 3|13 pages

From Impossibility to Visibility

An Intersectional Approach to LGBT Muslims and Its Benefits for CCM

chapter 4|13 pages

Corporate Christmas

Sacred or Profane? The Case of a Hungarian Subsidiary of a Western MNC

chapter 5|13 pages

Wasta in Jordanian Banking

An Emic Approach to a Culture-Specific Concept of Social Networking and Its Power Implications

chapter 6|14 pages

Selling Cultural Difference

The Position and Power ofCross-Cultural Consultants

chapter 7|14 pages

Configurations of Power and Cultural Explanations

The Case of a Chinese–Pakistani Mining Project

chapter 8|13 pages

Cultural Rhetoric in Onshore/Offshore Project Work

How Swedish IT Consultants Talk About ‘the Indian Team’ and What This Means in Terms of Power

chapter 9|12 pages

Lived Ethnicity

Two ‘Turkish’ Women in Germany

chapter 10|12 pages

Familiar Strangers

Two ‘Turkish’ Employees in a Danish SME

chapter 11|13 pages

The Ethnicization of Identity

chapter 12|13 pages

Unequal Integration

Skilled Migrants’ Conditional Inclusion Along the Lines of Swedishness, Class and Ethnicity 1

chapter 13|11 pages

Gender Initiatives between Support and Denial

A Cross-Cultural Study of Two Automotive Companies in Germany and France

chapter 14|12 pages

Global North and Global South

Frameworks of Power in an International Development Project

chapter 15|12 pages

Exploring Outsider/Insider Dynamics and Intersectionalities

Perspectives and Reflections From Management Researchers in Sub-Saharan Africa

chapter 16|12 pages

How and Why an Academic Expert Legitimatized Social Marginalization

The Case of Making and Shaping a Corporate Language Policy