Preface
The world becomes more and more global. Managers around the world are, or soon will be, involved to some degree in international business. The escalating level of international involvement and competition in today’s business areas requires that managers develop and improve their skills necessary for effective cross-national interactions and daily operations in foreign subsidiaries. Feedback from companies operating abroad reveals that expatriate failure is often caused by the ineffective management of intercultural relations, so the fate of expatriate missions depends at least in part on the international managers’ cultural skills and sensitivity.
The questions related to the right intercultural understanding and behavior are vital ...
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