This Handbook presents a comprehensive and contemporary compendium of the field of cross-cultural management (CCM). In recognition of current trends regarding migration, political ethnocentrisms and increasing nationalism, the chapters in this volume not only cover the traditional domains of CCM such as expatriation, global (virtual) teamwork and leadership, but also examine emerging topics such as bi/multi-culturalism, migration, religion and more, all considered from a global perspective. The result is a Handbook that acknowledges and builds on a variety of research traditions (from mainstream to critical), updates existing knowledge in relation to current challenges, and sets the direction for future research and developments, making this an invaluable resource for researchers in the field, and across related areas of international business, management, and intercultural relations. Part 1: Multiple Research Paradigms for the Study of Culture; Part 2: Research Methods in Cross-Cultural Management; Part 3: Cross-Cultural Management and Intersecting Fields of Study; Part 4: Individuals and Teams in Cross-Cultural Management; Part 5: Global mobility and Cross-Cultural Management; Part 6: Developing Intercultural Competence.

Languages and Cross-Cultural Management

Languages and cross-cultural management
Susanne Tietze Rebecca Piekkari


Cross-cultural management is an established subfield of international business research (Brannen & Mughan, 2017), and the study of languages and language diversity has often been associated with this particular subfield. For a considerable period of time, languages were subsumed under the umbrella of cultural differences (Piekkari et al., 2014). Such a treatment of language and culture can be traced back to the strong influence of Edward T. Hall (1959) on the field. His work on culture suggests that those without a working knowledge of a local language can communicate effectively if they only understand the basic cultural assumptions and non-verbal cues that accompany spoken ...

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