Acknowledgements.- Foreword .- Introduction: An Alternative Approach to Intercultural Management - From Otherness to Synergy.- PART 1: Understanding Otherness and Discord.- 1 Understanding Otherness and Discord: A Necessary but Insufficient First Step towards Generating Complementarity and Synergy from Cultural Diversity.- 2 Harmonizing Expectations: NSF International's Experience in Shanghai.- 3 Planning a Sino-British Collaborative Workshop: Negotiating Preferences and Achieving Synergy.- 4 Intercultural Challenges in International Mergers and Acquisitions: A German-Bulgarian-Romanian Case Study.- 5 How to Implement Change in a Post-acquisition Multicultural Context: The Lafarge Experience in Britain.- 6 The Intercultural Challenge of Building the European eSports League for Video Gaming.- 7 Leading Change in Mergers and Acquisitions in Asia-Pacific.- 8 Smart Spacing: The Impact of Locations on Intercultural Trust-building and Decision-making.- 9 IKEA's Ethical Dilemmas in Saudi Arabia.- PART 2: Applying Competencies and Resources .- 10 Applying Competencies and Resources: Handling Cultural Otherness as the Second Step towards Generating Complementarity and Synergy from Cultural Diversity .- 11 adidas and Reebok: What Expatriate Managers Need to Manage M & A's across Cultures.- 12 Virtual Chaos at WORLDWIDE Rx: How Cultural Intelligence Can Turn Problems into Solutions.- 13 Cultural Intelligence at Work - A Case Study from Thailand.- 14 Cultural Aspects of Offshoring to India.- PART 3: Achieving Complementarity and Synergy.- 15 Achieving Complementarity and Synergy: The Third Step to Leveraging Diversity in Intercultural Management.- 16 Future+: Intercultural Challenges and Success Factors in an International Virtual Project Team.- 17 A Tough Day for a French Expatriate in Vietnam: The Management of a Large International Infrastructure Project.- 18 Japan Tobacco International: Managing and Leveraging Cultural Diversity.- 19 Leveraging the Benefits of Diversity and Biculturalism through Organizational Design.- 20 Going Global versus Staying Local: The Performance Management Dilemma in the International Context.- 21 A Parcel to Spain: Reconciling Cultural and Managerial Dilemmas Caused by the Implementation of Corporate Culture Instruments.- 22 Managing Glocally: Resolving Intercultural Challenges in the Management of Local Multicultural Teams in a Multinational Venture.- 23 Strategic Alliances and Intercultural Organizational Change: The Renault-Nissan case.- List of Contributors.

A case-based examination of issues in international management that helps students explore theory in the context of real-life practical situations. A focus on skills-development prepares students for future careers in international management. Cases are from a range of countries including central and Eastern Europe as well as the Asian economies.

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