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<title>Articles (ICM/IKL)</title>
<link href="http://hdl.handle.net/10398/8354" rel="alternate"/>
<subtitle/>
<id>http://hdl.handle.net/10398/8354</id>
<updated>2013-05-19T02:05:22Z</updated>
<dc:date>2013-05-19T02:05:22Z</dc:date>
<entry>
<title>Communication and Collaboration in Subsidiaries in China</title>
<link href="http://hdl.handle.net/10398/8353" rel="alternate"/>
<author>
<name>Søderberg, Anne-Marie</name>
</author>
<author>
<name>Worm, Verner</name>
</author>
<id>http://hdl.handle.net/10398/8353</id>
<updated>2011-10-14T07:27:55Z</updated>
<published>2011-10-14T00:00:00Z</published>
<summary type="text">Communication and Collaboration in Subsidiaries in China
Søderberg, Anne-Marie; Worm, Verner
The purpose of this article is to explore how Chinese and expatriate managers,&#13;
working in subsidiaries of five MNCs, communicate and collaborate, what kind of cultural&#13;
encounters they talk about and give prominence to in their accounts of critical incidents, how&#13;
they reflect upon them/ explain them, and how they cope with perceived similarities and&#13;
differences to improve cross-cultural communication and collaboration within a global&#13;
organization.&#13;
Using an inductive qualitative methodology and thematic analysis, the study draws on indepth&#13;
narrative interviews with 29 expatriate and 39 Chinese managers and experts.&#13;
The specific value of this paper is that it explores a hitherto under-researched issue and&#13;
provides insight into well-educated expatriate and Chinese managers´ accounts of how they&#13;
perceive themselves and others in a multicultural work context. In both groups we find widely&#13;
traveled, flexible and open-minded people, who are ready and have the capabilities to conduct&#13;
cross-cultural leadership.
</summary>
<dc:date>2011-10-14T00:00:00Z</dc:date>
</entry>
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