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Cross cultural management is often regarded as a discipline of international management focusing on cultural encounters between what are perceived as well-defined and homogeneous entities: the organization and the nation-state, and offering tools to handle cultural differences seen as sources of conflict or miscommunication. The authors argue that this approach is out of phase with the business world of today, with its transnational companies that face the challenges of the management of global knowledge networks and multicultural project teams, interacting and collaborating across boundaries using global communication technologies. The authors emphasize the need for an alternative approach which acknowledges the growing complexity of inter- and intra-organizational connections and identities, and offers theoretical concepts to think about organizations and multiple cultures in a globalizing business context.

The objective of this article is to show how narrative methods provide useful tools for international business research. We do this by presenting a study of stories told about the collaboration between a Danish expatriate manager and his Chinese CEO in the Shanghai subsidiary of an MNE. First, we explain and exemplify how narrative interviews are designed and conducted. In this connection, we consider the interviewers' interaction with the interviewees, and clarify our reasons for focusing on the two selected interviews. Second, we demonstrate how narrative concepts and models are able to elucidate intercultural collaboration processes by analyzing how each member of a dyad of interacting managers narrates the same chain of events. We show how the narratological concepts of peripeteia and anagnorisis are well suited to identifying focal points in their stories: situations where change follows their recognizing new dimensions of their conflicts, eventually furthering their collaboration. We explain how Greimas's actantial model is valuable when mapping differences between and changes in the narrators' projects, alliances and oppositions in the course of their interaction. Thus, we make it clear how they overcome most of their differences and establish common ground through mutual learning.

■ Narratives are important tools in constructing an organization, and individual and collective narratives about key actors and critical events compete in defining the organization and making sense of the challenges faced in organizational change processes.■ This article introduces narrative interviewing and narrative analysis as qualitative methods relevant to international business research, with illustrations from a case study of a cross-border merger. Key Results■ Narrative interviews offer access to the plurivocal organizational world. A narrative analysis focuses on interviewees' story-work and how it constitutes organizational reality.

Much research has studied off-shore outsourcing from a Western client perspective. This article tries to shed light on what an Indian vendor perceives as important to manage large and complex strategic partnerships in IT outsourcing, and in particular how mutually profitable, long-term relationships with European clients are created and maintained, both at company and project levels. We investigate this issue through qualitative interviews with various vendor representatives in offshore and on-site teams in a top tier multinational company of Indian origin. In the analysis of interview accounts of close collaboration processes in two large and complex projects, where off-shoring of software development is moved to a strategic level, we found that the vendor was able to establish a strategic partnership through long-term engagement with the field of banking and insurance as well as through conscious relationship management with the clients. Three major themes describe important aspects of the strategic partnerships: 1) senior management commitment and employee identification with the projects, 2) mutual trust and transparency, and 3) cross-cultural understanding and sensitivity. The article draws attention to the important collaborative work done by people who are able to span boundaries in the complex organizational set-up of global IT development projects.

PurposeThe purpose of this study is to understand how the concept of diversity management is translated and adapted into the Danish societal context. The authors therefore seek to answer these questions: to what extent do larger Danish companies experience a need to practice diversity management? Do they also have specific diversity policies? And how do these Danish companies discursively construct and manage diversity?Design/methodology/approachThe authors surveyed 100 Danish firms and performed a discourse analysis of two frontrunner firms' diversity documents.FindingsThe Danish firms in the survey experienced a need for diversity management, but were somewhat reluctant to introduce diversity policies. The two frontrunner firms drew on a discourse of diversity as a business case intertwined with a discourse of social responsibility with focus on helping minority groups having difficulties accessing the job market. The findings indicate that concepts must be translated for the local context in order to be accepted by local actors.Research limitations/implicationsFurther studies should look closer into local practices of diversity management to increase understanding of how this seemingly universal management concept is translated.Originality/valueDanish society, which until recently was relatively homogeneous, forms a specific cultural context for diversity management that differs significantly from American and British multicultural societies.

In this article we explore ways in which vertical gender inequality is accomplished in discourse in the context of a recent chain of cross-border mergers and acquisitions that resulted in the formation of a multinational Nordic company. We analyse social interactions of 'doing' gender in interviews with male senior executives from Denmark, Finland and Sweden. We argue that their explanations for the absence of women in the top echelons of the company serve to distance vertical gender inequality. The main contribution of the article is an analysis of how national identities are discursively (re)constructed in such distancing. New insights are offered to studying gender in multinationals with a cross-cultural team of researchers. Our study sheds light on how gender intersects with nationality in shaping the multinational organization and the identities of male executives in globalizing business.

What happens when agile methods are introduced in global outsourcing set-ups? Agile methods are designed to empower IT developers in decision-making through selfmanaging collocated teams. We studied how agile methods were introduced into global outsourcing from the Indian IT vendor´s perspective. We explored how agile processes in global outsourcing impacts work conditions of the Indian IT developers, and were surprised to find that agile methodologies, even after three years of implementation, created a stressful and inflexible work environment negatively impacting their personal lives. Many of the negative aspects of work, which agile methodologies were developed to reduce, were evident in the global agile outsourcing set-up.