Intercultural Management in Practice

Meena Chavan is a Senior Lecturer and Program Director of International Business at Macquarie University, Australia. Her research encompasses developing intercultural competence and cross-cultural leadership for propagating inclusion and diversity, intercultural conflict resolution in multinational corporations and enhancing the employment opportunities of people from culturally, sexual and linguistically diverse (CALD) and disability backgrounds.Lucy Taksa is a Professor of Management and Director of the Centre for Workforce Futures in Macquarie University, Australia. Her research interests and publications are broadly on the history and future of work and management, working people and work organisation; Diversity Management, gender and cultural diversity, migrant employment and entrepreneurship.

• Chapter 1. Cross-Cultural Interaction: What We Know and What We Need to Know; Nancy J. Adler and Zeynep Aycan Chapter 2. Kavli Selling Cheese in a Tube to the World; Ilan Alon, Erik Lankut, and Massiel Henríquez Parodi Chapter 3. Intercultural Dialogues: Some Theory Guided Practical Tips for Managers; Dharm P S Bhawuk Chapter 4. Diversity in International Management: A Silver Lining to the Covid-19 Cloud - Overcoming Management Resistance to Employee Telework; Elizabeth Christopher Chapter 5. Culture Brokering in Integration Support Efforts for Refugees; Andreas Diedrich Chapter 6. By Mutual Agreement: How Can Ethnically Similar Expatriates Engage Host Country Employees; Shea X. Fan and Anne-Wil HarzingChapter 7. Designing Culturally- Appropriate Training and Development Programs: A Learning Styles Approach; Bella L. Galperin and Betty Jane Punnett Chapter 8. The Role of Inclusion and Emotional Labour in the Intercultural Management of Australian Organisations; Sunaina Gowan Chapter 9. Integrating Refugees into the Workplace – A Collaborative Approach; Eun Su Lee, Priya A. Roy, and Betina Szkudlarek Chapter 10. Expatriate Cultural Identity Negotiation Strategies: A Dynamic Framework; Chenchen Li, Linn Eleanor Zhang, and Anne-Wil Harzing Chapter 11. Cross-Cultural Management in Complex Organizations: Challenging Dominant Identity Requirements of Mobility and Commitment; Jasmin Mahadevan, Iuliana Ancuţa Ilie, and Franziska MüllerChapter 12. Positive Intercultural Management in a Diverse and Global Workplace: A Four-Stage I4.0 Management Model; Claude-Hélène Mayer and Rudolf M Oosthuizen Chapter 13. Transforming Cross-Cultural Conflict: The Conflict-Calming Conversation; Tish Robinson Chapter 14. From Interculturality to Interpersonal Awareness: Multiple Identities in International Teams; Andrew Stow Chapter 15. Managing Virtual Teams: Creating a Virtual Community; Rob Wetton