Contents -- Acknowledgements -- Foreword -- Introduction -- 01 Managing internationally -- Core competence -- Surfacing expectations -- Understanding your own cultures -- Profiling your own cultures -- Best practice: Focused on goals, flexible on approaches -- Case study 1: Nora Lundquist -- 02 Cultures -- Competing values? -- Power and status in national and organizational cultures -- Time in national and organizational cultures -- Communication style in national and organizational cultures -- Individualism and group-orientation in national and organizational cultures -- Performance orientation in national and organization cultures -- Taking the outsider's perspective on your own culture -- Profiling other cultures -- Best practice: Building a common culture -- 03 Individuals -- Stereotypes -- Personality and behaviour - at work and at home -- Personality -- Connecting the individual and culture -- Personality and your international profile combined -- Best practice: Get to know your colleagues -- Best practice: The role of leadership -- Case study 2: Laurence Berger -- 04 Situations -- Situations -- Situational judgement -- Culture, personality and situation -- Shared values and decision-making skills -- Scenarios -- 05 Direction -- The relationship between setting direction and uncertainty -- Direction and vision -- Results and relationships -- Communication styles -- Communicating 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 3: Phil Carey -- 06 Organization and change -- Attitudes towards change -- Making change happen -- Changing organizational structure -- Change and cross-cultural mergers and acquisitions -- Working in international projects -- Working without a leader -- Best practice: The four Ps.

Case study 4: Pierre Menton -- 07 Roles -- Management roles and styles -- Supportive and directive 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 connector -- The role of the facilitator -- Best practice: Defining roles -- Case study 5: Sun Mei Ling -- 08 Support -- Why support is so important -- Ways of developing yourself -- Ways of supporting your colleagues -- Ways of developing your team -- Case study 6: Nguyen Binh -- 09 Feedback -- Formal and informal feedback -- Culture and feedback -- Face and feedback -- Personality and feedback -- Building a feedback culture -- Types of feedback -- Best practice: Balancing transparency and harmony -- Case study 7: Claudia Borges -- 10 Representing -- The importance of representing -- The skills of representing -- Factors that influence representing -- Representing internationally -- Tuning into body language -- Representing through socializing and building relationships -- Best practice: Representing yourself, your team, your company -- Case study 8: Talal Hamieh -- 11 Conflict -- Causes of conflict -- Attitudes towards conflict -- Culturally influenced attitudes towards conflict -- Preventing conflict through effective and appropriate communication -- Preventing conflict through understanding the context -- Resolving conflicts: Some options -- Best practice: Yourself, the others and trust -- Case study 9: Gisela Schaefer -- 12 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 10: Bracken International -- 13 Leading -- Managers and leaders - managing and leading -- Power as the basis for leadership -- The heart of leadership.

'Doing' leadership -- Being a leader -- How leadership may differ from culture to culture -- What leaders have in common across cultures -- Case study 11: Leila Mehmet -- Case study answers -- Case study 1: Nora Lundquist -- Case study 2: Laurence Berger -- Case study 3: Phil Carey -- Case study 4: Pierre Menton -- Case study 5: Sun Mei Ling -- Case study 6: Nguyen Binh -- Case study 7: Claudia Borges -- Case study 8: Talal Hamieh -- Case study 9: Gisela Schaefer -- Case study 10: Bracken International -- Case study 11: Leila Mehmet -- Situational judgement commentaries -- Profiles of the managers quoted -- Glossary -- References -- Index.