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Managing Across Cultures - 3rd ed.

By Jean-Louis Barsoux, Susan C. Schneider and Günter K. Stahl

331 pages

Paperback

Overview

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Overview

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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.

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Paperback

You can also buy the book on Barnes & Nobles, Book Depository, Orell Füssli and Routledge.

Publisher

Pearson

ISBN

9780273746324

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Article

Optimizing omnichannel assortments and inventory provisions under the multichannel attraction model

Assortment optimization presents a complex challenge for retailers, as it depends on numerous decision factors. Changes in assortment can result in demand redistribution with multi-layered consequences. This complexity is even more pronounced for ...

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Case Study

Absa's Cybersecurity Academy: Combining digital transformation with doing good

Diversity and Equity and Inclusion Cybersecurity Digital

By Öykü Işık, Valerie Keller-Birrer, Poornima Urs, Barbara Vettorel and Amaru Amiya

Article

Cracking the culture code: how to ensure maximum team performance

Culture shapes how people work together, make decisions, handle conflict, and support each other. Ask yourself the following questions to check where your teams might be going wrong, and read on for tips on maximizing their performance.

Organizational Culture Diversity and Equity and Inclusion

By Susanne May

in I by IMD Brain Circuits

3 July 2025

Article

Closing the LGBTQ+ Equality Gap

As Pride Month celebrations fade, sobering data reveals the persistent workplace challenges facing LGBTQ+ employees globally. From the ‘gay glass ceiling’ blocking executive advancement to six in 10 LGBTQ+ Europeans hiding their identity at work, ...

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in I by IMD

30 June 2025

Video

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Global Business Politics

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Optimizing omnichannel assortments and inventory provisions under the multichannel attraction model

By Andrey Vasilyev Sebastian Maier and Ralf W. Seifert
in European Journal of Operational Research August 2025, vol. 324, no. 3, pp. 799-813, https://doi.org/10.1016/j.ejor.2025.01.035

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

General Management

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Europe’s Strategic Compass: Time to act, not react

By David Bach
in I by IMD

Summary

At the Salzburg Summit, leaders called for a more competitive, confident Europe, backed by strategic autonomy, defense readiness, and regulatory reform.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Competitiveness

Global Business

Politics

Browse all topics

Absa's Cybersecurity Academy: Combining digital transformation with doing good

By Öykü Işık Valerie Keller-Birrer Poornima Urs Barbara Vettorel and Amaru Amiya
Case reference: IMD-7-2642 ©2025

Summary

Absa faced a critical rise in cyberattacks, and with the cybersecurity talent gap widening, the company urgently needed a long-term solution. To address this, former CISO Sandro Bucchianeri launched the Cybersecurity Academy in 2019, an initiative to reskill employees. It eventually partnered with the Maharishi Invincibility Institute MII and the Hein Wagner Academy, taking a chance on disadvantaged youth and people with visual impairment. When Bucchianeri's successor, Manoj Puri, took over, he was skeptical about the program, suspecting it was just a marketing tactic. However, after visiting the academy, he was impressed by the resilience and determination of the students. Despite concerns from Absa's leadership about the graduates' readiness, Puri pushed for their integration via internships, recognizing their potential and the importance of Absa's commitment to social responsibility. A key figure in the program's success was Nicole Cader from the security education team. Serving as mentor and advocate, she helped bridge the gap between the young graduates' backgrounds and the expectations of corporate culture. She supported not only their technical development but also their adaptation to workplace norms, helping line managers understand the unique challenges these interns faced. The Cybersecurity Academy's success proved the value of investing in talent from underrepresented backgrounds. As the program grew, Cader expanded partnerships with external organizations to ensure graduates found meaningful employment, making the academy a sustainable talent pipeline. Her leadership, alongside Absa's long-term commitment to the program, has cemented the Cybersecurity Academy as an essential part of the company's future.

Reference IMD-7-2642

Organization Absa Group

Industry Finance and Insurance, Financial Services

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Diversity and Equity and Inclusion

Cybersecurity

Digital

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Cracking the culture code: how to ensure maximum team performance

By Susanne May
in I by IMD Brain Circuits 3 July 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Organizational Culture

Diversity and Equity and Inclusion

Browse all topics

Daniel Ziblatt: Democracy is dying in “baby steps” – here’s how leaders can push back

By David Bach
in I by IMD

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Global Business

Politics

Browse all topics

Pride without apology: Corporate inclusion in challenging times

By Alexander Fleischmann
in I by IMD

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Diversity and Equity and Inclusion

Human Resources

Leadership

Work-life Balance

Browse all topics

Reviewing strategy-execution capabilities

By Xavier Gilbert
Case reference: IMD-3-2428 ©2025

Summary

A "radar chart" is proposed to visualize where the company needs to improve. It can also be used to support the discussion of any group of executives on the reasons for failure of most strategic initiatives; they may do that by assessing their own company against the six proposed required capabilities and by comparing notes with each other. The six required capabilities are: 1) Companies need to have a clear and well-communicated strategy, with clear and well-communicated strategic priorities, to which strategic initiatives contribute in a clear and well-communicated way. 2) Companies need to have a cadre of executives at different levels selected for their entrepreneurial and action-learning capabilities. 3) Companies need to understand and encourage action-learning and know how to plan execution accordingly. 4) Companies need to have an inclusive approach to execution. 5) Companies need to be serious about follow-through and see it as an essential part of action-learning. 6) Companies need to realize that, in the end, lack of respect for people, is a sure cause for execution failure. These capabilities are described at length in the book Smarter Execution, published by IMD (also available from Amazon UK). Learning objectives: This note is very effective to support a group discussion on the execution capabilities of a company. It can be used by a senior management team before they decide to launch strategic initiatives; it can be used as part of a kick-off workshop when launching a strategic initiative; or it can be used along the way during execution to identify and correct execution frustrations.

Reference IMD-3-2428

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

General Management

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