All cultures appear to share the belief that they do things ‘correctly’, while others, until proven otherwise, are assumed to be ignorant or barbaric. When people from different cultures work together and cannot take shared meanings for granted, managers face serious challenges. An individual’s parsing of an experience and its meaning may vary according to several cultural scales – national, professional, industrial and local. Awareness of cultural differences and the willingness to view them as a positive are therefore crucial assets.

This edited textbook sets itself apart from existing cross-cultural management texts by highlighting to the reader the need to avoid both ethnocentrism and the belief in the universality of his or her own values and ways of thinking: the success of international negotiations and intercultural management depends on such openness and acceptance of real differences. It encourages the development of ‘nomadic intelligence’ and the creative use of a culture’s resources, according to a symbolic anthropology perspective. Through the essays and case studies in the chapters, readers will become aware of the intercultural dimension of business activities and better understand how they affect work.

Cross-Cultural Management will help interested parties – students of business management, international relations and other disciplines, and business managers and other professionals – develop their ability to interact, take action and give direction in an intercultural context.

chapter |8 pages


ByJean-François Chanlat, Eduardo Davel, Jean-Pierre Dupuis

part I|91 pages


chapter 1|30 pages

Intercultural analysis and the social sciences

ByJean-François Chanlat, Suzan Nolan, Leila Whittemore

chapter 2|30 pages

Intercultural analysis in management

Decompartmentalizing the classical approaches
ByJean-Pierre Dupuis, Nancy Dunham

chapter 3|29 pages

An interactionist approach to intercultural management analysis

ByOlivier Irrmann

part II|99 pages


chapter 4|30 pages

The international manager

ByPhilippe Pierre, Suzan Nolan, Leila Whittemore

chapter 5|32 pages

International negotiations

ByJean-Claude Usunier

chapter 6|35 pages

The effect of culture on business ethics

ByPhilippe d’Iribarne, Suzan Nolan, Leila Whittemore

part III|83 pages


chapter 7|21 pages

Managing multicultural teams

BySylvie Chevrier, Suzan Nolan, Leila Whittemore

chapter 8|26 pages

Managing multiculturalism in the workplace 1

ByEduardo Davel, Djahanchah Philip Ghadiri

chapter 9|34 pages

Managing international alliances

ByFabien Blanchot, Suzan Nolan, Leila Whittemore