As business becomes more globalized and human resources are increasingly diversified, international teamwork represents the challenge for the future and a prime source of competitive advantage. Very few organizations are able to operate entirely within one national boundary.
This emerging environment has given rise to international managers who are the key figures in integrating the individuals and cultures which make up an international team. In order to take advantage of these cross-functional, multinational teams, managers need to have a strong global sense but nevertheless need to be sensitive and responsive to local markets.
This book explains the practical applications of some of these changes to those managers who have to deal with them. It takes as its starting point the idea that international management is about working with and not against these differences. It describes the cultural issues raised by increasing globalisation and explains the effect of different national culture on management styles. It also suggests ways of maximising the potential of teams drawn from different nationalities and provides case studies of real companies who have had to confront these issues.