Cross-Cultural Exposure and Connections Intercultural Learning for Global Citizenship

This new book explores the recent issue of cross-cultural management from both theoretical and research perspectives. It considers the impact of knowledge, experience, and exposure of cross-cultural differences in developing a global viewpoint and citizenship in the corporate workplace. The volume throws light on the emerging concepts of building global citizens who are willing to think beyond boundaries of place, identity, and category, and to recognize all human beings as their equals while respecting humanity?s inherent diversity.

The effective use of cross-cultural teams can provide a source of experience and innovative thinking to enhance the competitive position of organizations. However, cultural differences can interfere with the successful completion of goals in today?s multicultural global business community. To achieve project goals and avoid cultural misunderstandings, managers should be culturally sensitive and promote creativity and motivation through flexible leadership. The chapter authors in this volume look at these challenges by reviewing and conducting empirical studies, roundtables, and focus discussions.

The volume tackles a variety of issues, including enterprise resource planning (ERP), talent management, differences in individual work performances, differences in leadership styles, virtual work relationships, and much more. It looks at the challenges in establishing crosscultural workplaces, such as the overcoming significant barriers in multi-cultural project communications and motivating project team members.

1. Cross-Cultural Management: A Theoretical and Research Perspective 2. Employees Attitude Toward ERP Systems Use in Europe and India: Comparing Two TAM-Based Studies 3. Talent Management in Evolving Global Businesses: A Cross-Cultural Context 4. The Difference between Individual Work Performances in Researched Countries 5. Evolving Consumer Choices across Cultures 6. Leading and Managing Cross-Cultural Teams: How Leadership Styles Differ Across Cultures 7. Becoming Virtually Skilled: All About Woking in Cross-Cultural Virtual Teams 8. Understanding and Managing Cultural Diversity in the Workplace

Arvind K. Birdie, PhD, is Assistant Director of International Affairs at Amity University, Gurgaon, India. She has vast experience in higher education. In the past she was Program Director of Postgraduate Studies and Postgraduate Diploma in Management, IIMT School of Management (Vedatya) Institute, Gurgaon, India. Dr. Arvind has been consistently recognized for her teaching abilities. For more than fifteen years, she has taken postgraduate and graduate courses in management. As an avid reader, Dr. Birdie teaches various interdisciplinary subjects with equal ease. In addition to academic teaching and training, she has organized management development programs for corporate and academicians. She is a regular presenter at international and national conferences, and she has published papers in refereed journals. Her areas of interest include leadership, work-life balance, virtual work, and positive psychology. Dr. Birdie has been honored with the Prof. Mrs. Manju Thakur Memorial Award 2016 for Innovative Contributions in Research/Test Construction/Book Publication for her book Organizational Behavior and Virtual Work: Concepts and Analytical Approaches. She is also editor of the book series 21st Century Business Management, published by Apple Academic Press.