As many organizations expand, it becomes increasingly important to implement collaboration and leadership practices that help ensure their overall success. Being able to work and lead effectively in diverse settings can greatly benefit individual employees and the organization as a whole. Cross-Cultural Collaboration and Leadership in Modern Organizations provides an interdisciplinary analysis of how organizations can responsibly embrace complex problem-solving and creative decision making. Providing essential practical tools and critical guidelines, this publication is a necessary reference source benefiting business professionals, managers, researchers, and students interested in leadership and collaboration strategies and their application to various disciplines such as human resources management, professional development, organizational development, and education.

Cross-cultural knowledge management, an elusive yet consequential phenomenon, is becoming an increasingly essential factor in organizational practice and policy in the era of globalization. In order to overcome culturally shaped blind spots in conducting research in different settings, this volume highlights how the structuring of roles, interests, and power among different organizational elements, such as teams, departments, and management hierarchies (each comprised of members from different intellectual and professional backgrounds), generates various paradoxes and tensions that bring into play a set of dynamics that have an impact on learning processes. In this context, such questions often arise: How is knowledge shared in the multicultural organization? What problems and issues emerge? How do different mentalities affect people’s responses to new knowledge and new ideas? How can knowledge-sharing processes be improved? Under which conditions do ideas generated by units or groups of different cultural traditions have a chance of being heard and implemented? Such questions translate into an investigation of potential managerial dilemmas that occur when different but equally valid choices create tensions in decision making. The authors draw from experiences working with a wide variety of organizations, and insights from such fields as sociology and psychology, to shed new light on the dynamics of knowledge management in the multicultural enterprise. In so doing, they help to identify both obstacles to successful communication and opportunities to inspire creativity and foster collaboration. The authors note that in order to enable organizations to transfer knowledge effectively, mechanisms for dispute settlement, mediation of cultural conflict, and enforcing agreements need to be in place.

An international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice.

The highly practical self-help guide to optimize the performance of individuals working in an intercultural environment. Readers will learn how to mitigate unconscious bias to create inclusive organizations and how to use key cultural dimensions to communicate and cooperate in intercultural teams. Addressing the unique challenges of influencing across cultures and managing international projects, this is an indispensable toolkit for a key competence in business. Bridge The Culture Gaps provides readers with a framework for developing key skills essential for effective global collaboration in the VUCA world. These include reflecting on experience, understanding the nature and impact of culture and the importance of diversity for business success. Readers learn how to mitigate unconscious bias to create inclusive organizations, and to use key cultural dimensions to communicate and cooperate in intercultural teams. It addresses the challenges of leading diverse teams, influencing across cultures and managing international transformation projects, as well as making international assignments successful.

Discover how this leader-focused approach to understanding, managing, and maximizing organizational diversity and inclusion can increase employee retention and productivity. Workplace misunderstandings lead to lost revenue, lost time, and increased legal risk, thus your success in the marketplace will depend on our ability to collaborate across difference. Yet, inevitably, Us versus Them gaps disrupt workplace efficiency. In The Business of WE, cross-cultural consultant and diversity expert Laura Kriska will: Provide a practical roadmap for creating trust with others who are culturally different from yourself Help you create a WE mindset throughout your organization, bringing teams together into cohesive units. Walk you through the steps in fostering a workplace that is inclusive and respectful of all employees—one of the most critical, yet most widely mismanaged keys to success. Stakeholders are demanding real change, and nothing less than comprehensive solutions that lead to meaningful and lasting solutions will suffice. The Business of WE arrives just in time to help you stop Us versus Them gaps before they start and foster authentic connections across race, ethnicity, religion, age, and any other factor of identity to exponentially strengthen your entire organization.

Dozens of books about Wikipedia are available, but they all focus on the English Wikipedia and assume an Anglo-Saxon perspective, while disregarding cultural and language variability or multi-cultural collaborative efforts. They address the impact of Wikipedia on society, processes of mass knowledge production, and the dynamics of the Wikipedia community. However, none of them focus on Wikipedia’s global features. This lack of attention presents a serious problem because more than 80% of Wikipedia articles are written in languages other than English---in fact, Wikipedia includes articles in 285 languages. Global Wikipedia: International and Cross-Cultural Issues in Online Collaboration is the first book to address this gap by focusing attention on the global, multilingual, and multicultural aspects of Wikipedia. The editors showcase research on Wikipedia, exploring a wide range of international and cross-cultural issues. Online global collaboration, coordination, and conflict management are examined in this rich socio technical environment. Special emphases include International and cross-cultural collaboration; Intercultural synergy on Wikimedia; Conflict and collaboration in editing international entries; Case studies of Chinese, Finnish, French, and Greek Wikipedias; and, Cross-cultural studies that compare more than one Wikipedia, focusing on content, structures, policies, contributions, interactions, processes, motivations, and challenges.

A unique anthology that showcases vividly the pitfalls and successes of collaboration between Native peoples and archaeologists in the northeastern United States.

Practice Skills in Social Work and Welfare has established itself as the essential text to prepare students for the wide-ranging challenges they will face in today's human service sector. This new third edition continues the text's core strength of combining grounded theory with practical examples to build the reader's confidence and expertise in key areas of practice. Part I outlines the anti-oppressive and strengths-based practices that underpin the book's approach and provides the context for learning practice skills in a group setting, during community development projects and with individuals. Part II focuses on developing effective relationships with clients, illustrating through realistic scenarios how social work and human service workers can apply their practice skills in a range of settings. In Part III the essential elements of client assessment are explored, including risk assessment and cross-cultural perspectives. Issues surrounding intervention are examined in Part IV from working with families and groups to challenging constructively and safely, while research, evaluation and facilitating closure are covered in the final part. This third edition is fully revised and updated, and features new material on using information technology, working with Indigenous Aboriginal and Torres Strait Islander peoples and Maori, and engaging with families in the statutory system. 'The main strength of the book is the consistency of its themes throughout the text.' - Karen Heycox in Australian Social Work

Cross-cultural means not only the differences between ethnic, racial or national groups. It is more. Cross-cultural confrontations arise by the differences of genders, educational levels, differences in thinking of diverse companies departments (e.g. production versus research & development, marketing versus finance), the mix of musicians or styles of painting. However, there is a lot of danger in cross-cultural collaboration: Diversity means different views, opinions, values and objectives easily generating misunderstandings and quarrels possibly ending up with serious conflicts. The conflicts may trigger new approaches and breakthroughs or lead to a state of frozen relations and stagnation. Sensitivity to the values and views of other cultures, open communication and aware leadership are traits helping to capitalize on cross-cultural influences. In further discussions with our friends of the EACI board we changed our mind for the new conference topic to CROSS-CULTURAL INNOVATION. Cross-cultural Innovations are new and origin problem solutions, which are generated in confronting problems with cross-cultural aspects. In many cases such solutions are breakthroughs and the start of a paradigm shift. Another advantage of such solutions is that they even influence the subconscious of stakeholders problems. Only cross-cultural solutions minimize the risk of hidden problems which develop under the surface in merger projects. Especially mergers of big companies are successful if change-managers are able to transfer cross-cultural conflicts in new challenging objectives. Bridging cultural gaps by visionary leadership is the way to bring people together and to create new common innovative enterprises or departments."

"Reveals why some organizations succeed at collaboration while others fail. The author goes inside Boeing, Toyota, Mayo Clinic, Industrial Light & Magic and other companies to uncover key elements of collaboration success including deserialization"--Provided by publisher.