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Cross-cultural management

• Leadership and managing people
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Leading a Brainstorming Session with a Cross-Cultural Team

• David Livermore
• May 27, 2016

Crucible: The Would-Be Pioneer

• Sarah Green Carmichael
• From the April 2011 Issue

The Silent Language in Overseas Business

• Edward T. Hall
• From the May 1960 Issue

How Different Countries Expect Women to Show Authority

• Sylvia Ann Hewlett
• Ripa Rashid
• March 31, 2016

Is It OK to Get Paid More for Being Lucky?

• Alexander W Cappelen
• Bertil Tungodden
• Ingvild Almas
• March 09, 2017

3 Situations Where Cross-Cultural Communication Breaks Down

• Jean-Louis Barsoux
• June 08, 2016

Negotiating with Third World Governments

• Louis T. Wells, Jr.
• From the January 1977 Issue

Collaborating Well in Large Global Teams

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• Mark Mortensen
• July 01, 2015

Harnessing the Power of Age Diversity

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• Josephine Nachemson-Ekwall
• Brandon Fogel
• March 08, 2022

Making M&A Fly in China

• From the March 2006 Issue

L’Oréal Masters Multiculturalism

• Hae-Jung Hong
• From the June 2013 Issue

The Hidden Challenge of Cross-Border Negotiations

• James K. Sebenius
• From the March 2002 Issue

It’s Never Been More Important for Big Companies to Listen to Local Communities

• Sinziana Dorobantu
• Dennis Flemming
• November 10, 2017

China Myths, China Facts

• Elisabeth Yi Shen
• From the January–February 2010 Issue

What Leadership Looks Like in Different Cultures

• Tomas Chamorro-Premuzic
• Michael Sanger
• May 06, 2016

4 Ways to Manage Deadlines on Cross-Cultural Teams

• Elizabeth Grace Saunders
• June 10, 2016

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• Melissa Hahn
• May 06, 2015

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• December 02, 2019

Becoming More Collaborative When Your Impulse Is to Be Territorial

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• January 25, 2024

Merck Latin America (A)

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• March 12, 2001

LiuGong: Integration Challenges in Poland (A)

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Master of Advanced Studies in INTERCULTURAL COMMUNICATION

Case Studies in Intercultural Communication

Welcome to the MIC Case Studies page.

Here you will find more than fifty different case studies, developed by our former participants from the Master of Advanced Studies in Intercultural Communication. The richness of this material is that it contains real-life experiences in intercultural communication problems in various settings, such as war, family, negotiations, inter-religious conflicts, business, workplace, and others. 

Cases also include renowned organizations and global institutions, such as the United Nations, Multinationals companies, Non-Governmental Organisations, Worldwide Events, European, African, Asian and North and South America Governments and others.

Intercultural situations are characterized by encounters, mutual respect and the valorization of diversity by individuals or groups of individuals identifying with different cultures. By making the most of the cultural differences, we can improve intercultural communication in civil society, in public institutions and the business world.

How can these Case Studies help you?

These case studies were made during the classes at the Master of Advanced Studies in Intercultural Communication. Therefore, they used the most updated skills, tools, theories and best practices available.   They were created by participants working in the field of public administration; international organizations; non-governmental organizations; development and cooperation organizations; the business world (production, trade, tourism, etc.); the media; educational institutions; and religious institutions. Through these case studies, you will be able to learn through real-life stories, how practitioners apply intercultural communication skills in multicultural situations.

Why are we opening our "Treasure Chest" for you?

We believe that Intercultural Communication has a growing role in the lives of organizations, companies and governments relationship with the public, between and within organizations. There are many advanced tools available to access, analyze and practice intercultural communication at a professional level.  Moreover, professionals are demanded to have an advanced cross-cultural background or experience to deal efficiently with their environment. International organizations are requiring workers who are competent, flexible, and able to adjust and apply their skills with the tact and sensitivity that will enhance business success internationally. Intercultural communication means the sharing of information across diverse cultures and social groups, comprising individuals with distinct religious, social, ethnic, and educational backgrounds. It attempts to understand the differences in how people from a diversity of cultures act, communicate and perceive the world around them. For this reason, we are sharing our knowledge chest with you, to improve and enlarge intercultural communication practice, awareness, and education.

We promise you that our case studies, which are now also yours, will delight, entertain, teach, and amaze you. It will reinforce or change the way you see intercultural communication practice, and how it can be part of your life today. Take your time to read them; you don't need to read all at once, they are rather small and very easy to read. The cases will always be here waiting for you. Therefore, we wish you an insightful and pleasant reading.

These cases represent the raw material developed by the students as part of their certification project. MIC master students are coming from all over the world and often had to write the case in a non-native language. No material can be reproduced without permission. ©   Master of Advanced Studies in Intercultural Communication , Università della Svizzera italiana, Switzerland.

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Cross-cultural management revisited: A qualitative approach

Philippe D’Iribarne, Sylvie Chevrier, Alain Henry, Jean-Pierre Segal, and Geneviève Tréguer-Felten (Eds) Oxford University Press, Oxford, 2020, 384 pp. ISBN: 978-0198857471

• Book Review
• Published: 06 July 2021
• Volume 52 , pages 1896–1899, ( 2021 )

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Brannen, M. Y., Piekkari, R., & Tietze, S. 2014. The multifaceted role of language in international business: Unpacking the forms, functions and features of a critical challenge to MNC theory and performance. Journal of International Business Studies, 45(5): 495–507.

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Meares, M. M., & Bennett, J. M. 2020. Cross-cultural management and intercultural communication. In B. Szkudlarek, L. Romani, D. V. Caprar, & J. S. Osland (Eds.), The SAGE handbook of contemporary cross-cultural management : 313–325. Sage.

Peltonen, T. 2020. The role of religion in cross-cultural management: Three perspectives. In B. Szkudlarek, L. Romani, D. V. Caprar, & J. S. Osland (Eds.), The SAGE handbook of contemporary cross-cultural management : 240–254. Sage.

Szkudlarek, B., Romani, L., Caprar, D. V., & Osland, J. S. (Eds.). 2020. The SAGE handbook of contemporary cross-cultural management . Sage.

Tietze, S., & Piekkari, R. 2020. Language and cross-cultural management. In B. Szkudlarek, L. Romani, D. V. Caprar, & J. S. Osland (Eds.), The SAGE handbook of contemporary cross-cultural management : 181–195. Sage.

Venuti, L. 1993. Translation as cultural practice: Regimes of domestication in English. Textual Practice, 7(2): 208–223.

Yousfi, H. 2005. Poulina, un management tunisien . Agence Française de Développement.

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Tietze, S. Cross-cultural management revisited: A qualitative approach. J Int Bus Stud 52 , 1896–1899 (2021). https://doi.org/10.1057/s41267-021-00442-1

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Team-Building Strategies: Building a Winning Team for Your Organization

Discover how to build a winning team and boost your business negotiation results in this free special report, Team Building Strategies for Your Organization, from Harvard Law School.

Top 10 International Business Negotiation Case Studies

International business negotiation case studies offer insights to business negotiators who face challenges in the realm of cross-cultural business negotiation..

By PON Staff — on March 26th, 2024 / International Negotiation

If you engage in international negotiation , you can improve your odds of success by learning from these 10 well-known international business negotiation case studies:

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• Apple’s Apology in China

When Apple CEO Timothy D. Cook apologized to Apple customers in China for problems arising from Apple’s warranty policy, he promised to rectify the issue. In a negotiation research study, Professor William W. Maddux of INSEAD and his colleagues compared reactions to apologies in the United States and in Japan. They discovered that in “collectivist cultures” such as China and Japan, apologies can be particularly effective in repairing broken trust, regardless of whether the person apologizing is to blame. This may be especially true in a cross-cultural business negotiation such as this one.

• Bangladesh Factory-Safety Agreements

In this negotiation case study, an eight-story factory collapsed in Bangladesh, killing an estimated 1,129 people, most of whom were low-wage garment workers manufacturing goods for foreign retailers. Following the tragedy, companies that outsourced their garment production faced public pressure to improve conditions for foreign workers. Labor unions focused their efforts on persuading Swedish “cheap chic” giant H&M to take the lead on safety improvements. This negotiation case study highlights the pros and cons of all-inclusive, diffuse agreements versus targeted, specific agreements.

• The Microsoft-Nokia Deal

Microsoft made the surprising announcement that it was purchasing Finnish mobile handset maker Nokia for $7.2 billion, a merger aimed at building Microsoft’s mobile and smartphone offerings. The merger faced even more complexity after the ink dried on the contract—namely, the challenges of integrating employees from different cultures. International business negotiation case studies such as this one underscore the difficulties that companies face when attempting to negotiate two different identities.

• The Cyprus Crisis

With the economy of the tiny Mediterranean island nation Cyprus near collapse, the International Monetary Fund (IMF), European Central Bank (ECB), and the European Commission teamed up to offer a 10-billion-euro bailout package contingent on Cyprus provisioning a substantial amount of the money through a one-time tax on ordinary Cypriot bank depositors. The move proved extremely unpopular in Cyprus and protests resulted. The nation’s president was left scrambling for a backup plan. The lesson from international business negotiation case studies such as this? Sometimes the best deal you can get may be better than no deal at all.

• Dissent in the European Union

The European Union (EU) held a summit to address the coordination of economic activities and policies among EU member states. German resistance to such a global deal was strong, and pessimism about a unified EU banking system ran high as a result of the EU financial crisis. The conflict reflects the difficulty of forging  multiparty agreements  during times of stress and crisis.

• North and South Korea Talks Collapse

Negotiations between North Korea and South Korea were supposed to begin in Seoul aimed at lessening tensions between the divided nations. It would have been the highest government dialogue between the two nations in years. Just before negotiations were due to start, however, North Korea complained that it was insulted that the lead negotiator from the South wasn’t higher in status. The conflict escalated, and North Korea ultimately withdrew from the talks. The case highlights the importance of pride and power perceptions in international negotiations.

• Canceled Talks for the U.S. and Russia

Then-U.S. president Barack Obama canceled a scheduled summit with Russian President Vladimir Putin, citing a lack of progress on a variety of negotiations. The announcement came on the heels of Russia’s decision to grant temporary asylum to former National Security Agency contractor Edward Snowden, who made confidential data on American surveillance programs public. From international business negotiation case studies such as this, we can learn strategic reasons for  breaking off ties , if only temporarily, with a counterpart.

• The East China Sea Dispute

In recent years, several nations, including China and Japan, have laid claim to a chain of islands in the East China Sea. China’s creation of an “air defense” zone over the islands led to an international dispute with Japan. International negotiators seeking to resolve complex disputes may gain valuable advice from this negotiation case study, which involves issues of international law as well as perceptions of relative strength or weakness in negotiations.

• An International Deal with Syria

When then-U.S. Secretary of State John Kerry and his Russian counterpart, Sergey Lavrov, announced a deal to prevent the United States from entering the Syrian War, it was contingent on Syrian President Bashar al-Assad’s promise to dismantle his nation’s chemical weapons. Like other real-life negotiation case studies, this one highlights the value of expanding our focus in negotiation.

• A Nuclear Deal with Iran

When the United States and five other world powers announced an interim agreement to temporarily freeze Iran’s nuclear program, the six-month accord, which eventually led to a full-scale agreement in 2015, was designed to give international negotiators time to negotiate a more comprehensive pact that would remove the threat of Iran producing nuclear weapons. As Iranian President Hassan Rouhani insisted that Iran had a sovereign right to enrich uranium, the United States rejected Iran’s claim to having a “right to enrich” but agreed to allow Iran to continue to enrich at a low level, a concession that allowed a deal to emerge.

What international business negotiation case studies in the news have you learned from in recent years?

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Understanding Cross-Cultural Management

Related Papers

Chandan Maheshkar

Firkola Peter

The research field of cross-cultural management suffers from an absence of theory capable of explaining the role of culture in organizational behavior. Methodological issues that are at least partly responsible for the above shortcoming, are explored in this paper. The central argument is that, despite efforts by researchers to resolve these issues, many methodological problems continue to resist the remedies prescribed by researchers. This paper seeks to evaluate the reasons why, and based on these evaluations, some suggestions for future research are proposed. (JEL M12, M14)

Meena Chezhian

Cross Cultural Management: Theories and Practices

Hristina Sokolova

The book is meant for students attending the cross-cultural management course in European and Global Studies bachelor programme. "Cross-cultural management is an interdisciplinary field that combines elements from communication studies, cultural anthropology and management theories. The main task of the discipline is to solve the issues in communication and team management that result from crosscultural interactions in organizations. Cross-cultural management approaches are used in a variety of business and education organizations. One example is facilitating the adaptation of foreign workers in subsidiary firms. Another typical case is the inauguration of foreign students in universities. The increasing number of contacts of personnel and customers from diverse cultural backgrounds lead to a growing demand for businesses to understand and manage the diverse values, perceptions, business worldviews and behaviour of organizations and their staff. It is estimated that over three quarters of international acquisitions and alliances fail due to cultural differences. In some instances cross-cultural management has also been referred to as business anthropology. Other definitions represent cross-cultural management as the management of intercultural diversity or cultural diversity management. The organizations that succeed in managing cultural differences properly usually result in completing more efficient business processes that lead to higher job satisfaction. Therefore, managers’ competences in cross-cultural management are critical for an organization’s success. Organizations need cross-culturally competent experts to solve the following tasks: expanding the company to new markets, investing in company premises or facilities in cross-border locations, planning international marketing strategies, merging or integrating with other companies across borders, conducting major international negotiations and many others. Components of cross-cultural management training include developing a number of skills and competences necessary to develop cultural sensitivity among the middle management, the marketing, advertising and product development, as well as the international departments of organizations. This book introduces some of the major theories in the field and provides a variety of tasks to improve the cultural sensitivity of the reader.

Abdullahil Mamun

Cross cultural studies have been receiving incremental attention of both academics and industry experts because of complex nature of management of subsidiaries across the countries worldwide. This study has been done based on reviewing literatures (both from subjective and objective view) of cultural studies related to international business. According to subjectivists, the core values and beliefs of national culture do not always necessarily guide the behaviour of people of a particular country. As a result, corporate culture may not be similar to national culture, rather; corporate culture can modify even alter employees beliefs and values associated with their national culture. On the contrary, the objectivists (positivists) argue that culture is a bottom-up phenomenon where group culture is the sum of individuals' beliefs and values. In a group, individual's role is to be representative of his own culture. Thus, in one side, understanding individual's values is a mus...

Indian Journal of Industrial Relations

M. Søndergaard

Muneeb Ahmad

The global economy changes the business dynamics and now a day’s firms operating across the border are facing fierce competition and challenge. To cope with this effectively and efficiently, HRM must have diverse knowledge about the factors at home and across the border. By giving cross-cultural education throughout the organisations, HR can help organisations to fight internationally to achieve their aims and objects. HR management is quite important for the success of the firms, and they must earn the cross-cultural skills and abilities to handle organisations operating at a global level. The article suggests that some aspects that HR must follow to deal with cross-cultural businesses.

Cultural Management Implications for International Expansion

Manuja Weerasinghe

Cultural Analysis of China and Sweden

Zhu, Y. and J. Ulijn (2005), Introductory essay: New horizons in cross cultural management, Cross Cultural Management: An International Journal, 12(3), 4-13.

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Dr. Ir. Chairul Paotonan, ST.,MT.

Petra Kuppinger

Journal of AOAC International

Yvonne Salfinger

Pesquisa Agropecuaria Brasileira

Isabela Pilecco

Sara Dayan da Silva Oliveira

Daoud Jerab

Journal of Biomedical Engineering and Medical Devices

Zakieh Keshavarzi

Jose Geraldo Speciali

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