Building Cross-Cultural Competence: How to Create Wealth from Conflicting Values

Cross-cultural competence is a skill that has become increasingly essential for the managers in multinational companies. For other business people, this kind of competence may spell the difference between surviving and perishing in the new global economy. This book focuses on the dilemmas of these managers and offers constructive advice on dealing with culture shock and turning it to business advantage. Opposing values can be understood as complementary and reconcilable, say Charles Hampden-Turner and Fons Trompenaars. A manager who concentrates on integrating rather than polarizing values will make much better business decisions. Furthermore, the authors show, wealth is actually created by reconciling values-in-conflict.

"An important book.. illuminates the darkness around the elusive concept of ′culture′ with a rich theoretical texture, and with powerful illustrations. On top of that it is written with wit and brio thoroughly engaging." –– WARREN BENNIS
"It′s a remarkable combination of intellectual theory and practical advice... and it shows a human perspective and insight which must be relevant to any company or chief executive. I′ve no doubt it will have an important influence on management thinking." – ANTHONY SAMPSON

"...You will gain fascinating insights into literature , philosophy, economics, ancient and modern history and obscure Japanese films. It is not like a management book at all. I recommend it." (Daily Telegraph, 7th December 2000)

"There are lots of fascinating stories about how we differ, and we are encouraged to respect all forms of diversity. The book will give people working internationally a deeper level of understanding of the issues, pitfalls and potential ways to reconcile cultural differences at work." (People Management, 7th December 2000)

"This book really does have some excellent material in it and there is much to be gained from reading it." (European Business Forum, January 2001)

"The authors write beautifully and this work is one of the most clearly and elegantly written management books in many years...." (Journal of General Management, Vol. 26/3, Spring 2001)

"I have read many books on the topic. Few have been as brilliant, creative or useful. Building Cross–Cultural Competence is in a league of its own." (CISV Interspectives (A journal on Transcultural Education) Vol.18, 2001)

"...essential reading for all concerned with the challenges of global intercultural management..." (Long Range Planning, Vol.34 2001)
"Beautifully written and well organized– It initiates a new category of cultural studies." – RUSSELL L. ACKOFF
"A fascinating work, Highly recommended for those seeking to understand, and to benefit from, a deeper understanding of cultural adversity and change in a complex world." –– MARK HAYNES DANIELL

"...You will gain fascinating insights into literature , philosophy, economics, ancient and modern history and obscure Japanese films. It is not like a management book at all. I recommend it." (Daily Telegraph, 7th December 2000)

"There are lots of fascinating stories about how we differ, and we are encouraged to respect all forms of diversity. The book will give people working internationally a deeper level of understanding of the issues, pitfalls and potential ways to reconcile cultural differences at work." (People Management, 7th December 2000)

"This book really does have some excellent material in it and there is much to be gained from reading it." (European Business Forum, January 2001)

"The authors write beautifully and this work is one of the most clearly and elegantly written management books in many years...." (Journal of General Management, Vol. 26/3, Spring 2001)

"I have read many books on the topic. Few have been as brilliant, creative or useful. Building Cross–Cultural Competence is in a league of its own."
(CISV Interspectives (A journal on Transcultural Education) Vol.18, 2001)

"...essential reading for all concerned with the challenges of global intercultural management..." (Long Range Planning, Vol.34 2001)