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Compact case
Published by: INSEAD
Published in: 1994
Length: 2 pages

Abstract

This is the second case in a series of three (494-029-1 to 494-031-1) and looks at a situation in which a German managing director, newly assigned to his organisation''s Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German''s preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices. The potential for cross-cultural conflict is examined in the context of the successful negotiation of an important contract between the German managing director and a major Mexican client. Teaching objectives: This case will be useful in organisational behavior courses in which the question of cross-cultural management is raised. It addresses in particular the issues of preparation for expatriate posts and the importance of cultural sensitivity.
Location:
Size:
Medium
Other setting(s):
1993

About

Abstract

This is the second case in a series of three (494-029-1 to 494-031-1) and looks at a situation in which a German managing director, newly assigned to his organisation''s Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German''s preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices. The potential for cross-cultural conflict is examined in the context of the successful negotiation of an important contract between the German managing director and a major Mexican client. Teaching objectives: This case will be useful in organisational behavior courses in which the question of cross-cultural management is raised. It addresses in particular the issues of preparation for expatriate posts and the importance of cultural sensitivity.

Settings

Location:
Size:
Medium
Other setting(s):
1993

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