Contents -- Acknowledgements -- Foreword -- 0 Introduction -- 1 Home and away -- Core competences -- Surfacing expectations -- Understanding your own cultures -- Profiling your own cultures -- Best practice: focused on goals, flexible on approaches -- 2 Difference and common ground -- Competing values? -- Power in national and organizational cultures -- Time in national and organizational cultures -- Communication in national and organizational cultures -- Individualism and group orientation in national and organizational cultures -- Best practice: building a common culture -- 3 Individuals and groups -- Stereotypes -- Personality and behaviour - at work and at home -- Personality -- Connecting personality and culture -- Best practice: get to know your team -- Best practice: the role of leadership -- CASE STUDY 1 Laurence Berger -- 4 Direction -- The relationship between setting direction and uncertainty -- Direction and vision -- Communication direction: big picture or detail? Push or pull? -- Long- and short-term orientation -- Past, present and future -- Best practice: top-down or bottom-up or something else? -- CASE STUDY 2 Phil Carey -- 5 Organization and change -- Attitudes towards change -- Changing organizational structure -- Working in international projects -- Working without a leader -- Best practice: the four Ps -- CASE STUDY 3 Pierre Menton -- 6 Roles -- Management roles and styles -- International roles and local roles -- The role of the expert and the role of the manager -- The role of the influencer -- The role of the connecter -- Best practice: defining roles -- CASE STUDY 4 Sun Mei Ling -- 7 Communication -- Constructing meaning -- Tuning into body language -- Taking turns at speaking -- Using language to create understanding -- Listening actively to create understanding -- Communicating, socializing and building relationships.

Best practice: speaking transparently and listening effectively -- Case study 5 Talal Hamieh -- 8 Feedback -- Formal and informal feedback -- Culture and feedback -- Face and feedback -- Personality and feedback -- Types of feedback -- Best practice: balancing transparency and harmony -- 9 Conflict -- Personal attitudes towards conflict -- Culturally influenced attitudes towards conflict -- Preventing conflict through effective communication -- Preventing conflict through understanding the context -- Resolving conflicts: some options -- Best practice: yourself, the others and trust -- 10 Cooperation -- The basis for cooperation -- Regulating cooperation -- Building a common culture to leverage diversity -- Best practice: cooperating in virtual teams -- Best practice: cooperating in international teams -- Case study answers -- Case study 1: Laurence Berger -- Case study 2: Phil Carey -- Case study 3: Pierre Menton -- Case study 4: Sun Mei Ling -- Case study 5: Talal Hamieh -- Profiles of the managers quoted -- Glossary -- References -- Index.