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Managing conflict across cultures, values and identities
A case study in the South African automotive industry
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International co-operation and new diversity management trends have changed the way business is conducted. In the South African international automotive industry transcultural situations are part of the daily managerial work routine. Due to these changes, managers of diverse origins with different cultural backgrounds, values, and identities work together, experiencing (trans-cultural) work-related conflicts. The aim of this study is twofold, namely to increase the understanding of the complexities of organisational conflict; and to provide recommendations for strategies to manage (trans-cultu...
International co-operation and new diversity management trends have changed the way business is conducted. In the South African international automotive industry transcultural situations are part of the daily managerial work routine. Due to these changes, managers of diverse origins with different cultural backgrounds, values, and identities work together, experiencing (trans-cultural) work-related conflicts. The aim of this study is twofold, namely to increase the understanding of the complexities of organisational conflict; and to provide recommendations for strategies to manage (trans-cultural) conflict in the international management arena constructively. This book is a must for academics working in trans-cultural conflict management, identity and value research, as well as organisational and management research in Africa. It is also of interest to managers, consultants and trainers working in International Human Resource Management, Cross-cultural Management and Organisational Psychology. This book provides new insights and ideas concerning the complexities of managerial realities and shows how to cope with them professionally.