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.

Cross-Cultural Management and Intercultural Communication

Cross-Cultural Management and Intercultural Communication

Cross-cultural management and intercultural communication
Mary M. Meares Janet M. Bennett

Intercultural communication is relevant to all workplace interactions, whether between superiors and subordinates, or among peers. Communication researchers define communication as more than just a simple exchange of messages (Littlejohn, Foss, & Oetzel, 2016). Instead, communication is frequently operationalized from a social constructionist perspective as the creation of (ideally) shared meaning, via both verbal and non-verbal symbols, that develops over time (Craig, 1999).1 As we communicate, exchanging words and gestures, facial expressions, and other non-verbals, the existing relationships we have with others, the context, and our cultural expectations and norms all influence the ways that we engage in the ...

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