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.

Critical Perspectives on Cross-Cultural Management

Critical Perspectives on Cross-Cultural Management

Critical perspectives on cross-cultural management
Laurence Romani Mehdi Boussebaa Terence Jackson


Broadly speaking, critical cross-cultural management (CCM) research is a stream of studies that examines the various ways in which power permeates intercultural situations and corporate efforts to manage them. Underpinning it is the view that the ‘cross-cultural’ and its management are not neutral phenomena, but rather imbued with power relations. These power relations are seen to be rooted in both society and materiality, for example in societal ideas about given countries or ethnic groups, and in material conditions such as the weight of commercial relationships between countries.

Thus, rather than approaching intercultural situations as influenced by objective cultural ...

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