As more and more companies gain a global reach, managing cultural differences is an increasingly important part of every job.
This book demonstrates how culture affects management practice, from organisational structure to strategy and human resource management. Drawing upon evidence from the authors’ research, it encourages managers to reconsider, explore and transfer alternative practices across national boundaries.
As well as providing an insight into other cultures, this text provides readers with an increased awareness of their own. The third edition of this book serves to expand the discussion of the impact of culture on effective management and on utilising differences to create competitive advantage. Employing tools of observation, questioning and interpretation, the book challenges assumptions and encourages critical reflection on the influences of culture in business.
The five types of negotiators: Understanding diverse negotiator styles
Summary
This note, designed for use in sessions and programs on negotiation, explores five distinct negotiator types: competitor, collaborator, strategist, innovator and problem solver. Each type has unique characteristics, strengths and weaknesses that come into play in negotiation scenarios. The competitor is assertive and results-focused, excelling in crises but potentially struggling with long-term relationships. The collaborator seeks win-win outcomes and thrives in complex negotiations. The strategist is analytical and methodical, focusing on long-term outcomes. The innovator is adaptable and creative, finding unique solutions in dynamic environments. The problem solver is practical and efficient, focusing on workable solutions. The note provides detailed profiles of each type, including their approach, assumptions, strengths and weaknesses, and it also makes recommendations for improvement. It offers guidance on identifying these types and suggests strategies for effectively negotiating with each one. A comparative analysis explores how the types differ in primary focus, approach to conflict, and risk tolerance. The framework builds upon previous negotiation models while offering a more comprehensive and actionable categorization. It also discusses cultural considerations in negotiation styles and includes a self-assessment tool to help readers identify their own negotiation style.
Reference
IMD-7-2596
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©2024
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English
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Negotiating cross-sector alliances
Summary
The note aims to equip leaders with the knowledge and tools necessary to negotiate alliances across and among organizations and institutions from differing sectors: business, government, non-profit, international and academic. It emphasizes the importance of understanding each sector's unique characteristics, agendas and mindsets to forge effective partnerships. The note presents strategies for building successful cross-sector collaborations, such as developing cross-sector intelligence, creating a common language, aligning through shared vision and designing agreements that generate joint value. It emphasizes the importance of building trust through transparency, navigating cultural differences and planning for long-term sustainability. The note highlights the critical importance of cross-sector collaboration skills in modern leadership, stressing the need for leaders to balance diverse interests, create shared value and foster mutual understanding across sector boundaries.
Reference
IMD-7-2606
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©2024
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IMD Copyright
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English
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The seven stages of culture transformation
Summary
This note presents an integrated model for organizational culture transformation, addressing common pitfalls and barriers to successful change. It outlines seven key elements: (1) defining the target culture, (2) clarifying leadership’s role, (3) driving change through team cascades, (4) building a culture coalition, (5) aligning HR systems, (6) fostering employee engagement, and (7) measuring progress and making adjustments. The approach combines top-down direction with bottom-up engagement and emphasizes the crucial role of middle management in facilitating change. It provides actionable strategies for each element, including how to assess current culture, develop culture commitments, empower teams, train culture champions, redesign HR practices, implement feedback mechanisms and establish metrics for measuring cultural change. It also incorporates established change management principles to address resistance and ensure sustainable transformation. By offering a comprehensive framework that balances structural and human elements of change, this note equips executives and HR leaders with the tools to navigate the complexities of cultural transformation.
Reference
IMD-7-2615
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©2024
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IMD Copyright
Available Languages
English
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Why the 2024 luxury downturn is more structural than cyclical
Summary
What a difference twelve months make. A year ago, there were only faint signals of a potential luxury slowdown. However, since spring, the downturn has sharply intensified across luxury goods sectors, including fashion, accessories, watches, cars ...
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China and AI in 2025: What global executives must know to stay ahead
Summary
China has set a bold objective to become the global leader in AI by 2030. By 2030, AI could potentially add $600 billion to China's economy annually. The country hosted over 4,500 AI companies in 2024, representing 15% of the global total. China i...
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Defining sustainability
Summary
In today’s complex and fast-paced business environment,
sustainability has evolved from a buzzword into an essential
element of long-term success. Yet the concept is often misunderstood or oversimplified. Some critics question the
necessity ...
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Access to the Chinese market: An obsolescing bargain?
Summary
With stagnant import volumes since 2021, and import prices at levels below those suggested by fundamentals, foreign exporters face an uphill battle to convert access to the Chinese market into revenues. Notably, the volume stagnation predates the ...
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©2024
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Hostage at the table: How leaders can overcome conflict, influence others, and raise performance (2nd edition)
Summary
In the newly revised second edition of Hostage at the Table: How Leaders Can Overcome Conflict, Influence Others and Raise Performance, clinical psychologist, distinguished leadership professor, and veteran hostage negotiator George Kohlrieser com...
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NTT at a crossroads (A): Quest for growth
Summary
NTT Corporation, Japan’s information and communication technologies (ICT) leader since 1953, was the first to commercialize internet usage on mobile phones in the 1990s, which resulted in NTT achieving much success in Japan. However, by the end of the 2000s, Japan faced challenges with an aging population and a stagnant economy. Recognizing disruption in the ICT sector, CEO Satoshi Miura understood the need for the dominant players in the ICT industry to integrate emerging business domains beyond their existing frameworks. To secure leading global positions in ICT and the new paradigm of cloud computing, Miura needed to make strategic choices to revive growth. Case A provides information on NTT, its rivals, the global market and cloud computing disruptions. The case ends with NTT’s CEO exploring strategic growth options to prepare NTT for the future.
Reference
IMD-7-2351
Copyright
©2024
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IMD Copyright
Organization
Nippon Telegraph and Telephone
Industry
Services, Telecommunications;Information Technology
Available Languages
English
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NTT at a crossroads (B): Mapping growth options
Summary
Building on NTT (A), the case starts with NTT’s CEO having narrowed down strategic growth options with the board to prepare NTT for the future. Past international investments in AT&T Wireless and KPN to tap into foreign markets had resulted in billion $ write offs and stopped international acquisitions. However, after reviewing the disruptive changes facing the ICT industry and considering the shareholders’ views, CEO Miura committed to internationalization. The B case details NTT’s growth strategy focused on internationalization, while considering the need for new capabilities and technologies. It provides more insights into NTT, its opportunities and the Japanese experience with M&As and ends with Miura’s determination to quickly grow through international expansion to prepare NTT for the future.
Reference
IMD-7-2352
Copyright
©2024
Copyright owner
IMD Copyright
Organization
Nippon Telegraph and Telephone
Industry
Services, Telecommunications;Information Technology
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications