This research upgrades the intercultural paradigm by the transcultural paradigm in a consistent way that enables and facilitates global processes in the diverse domains that require effective management at a planetary scale.
Table of Contents
Part 1
The Intercultural Perspective
A. Introduction to three Global Business Cases
1. 'Anglo-German Business Communication’. A Research Report
2. ‘Chinefarge': A Sino-French Joint Venture Research Report
3. 'The Amber Team': A global Business Team Research Report
Part 2
The Transcultural Perspective
A. The Intercultural Complementarity Principle
B. The Intercultural Integration Principle: A Review of the Intercultural Paradigm
1. The State of the Intercultural Art and Science: On Human Relativity in Intercultural Research
2. Enhancing the Intercultural Art and Science: Sources, Models and the Achievement of Supreme Cultural Intelligence
C. Expanding Human Culture Consciousness
1. Physiological Aspects of Culture Consciousness and its Management
2. The ‘Culture-Cosmic Computer’
3. The Cosmic Dimension of Global Diversity Management
4. Reconciling Planetary Diversity through Transcultural Management
5. A Third Millennium Global Civilisation Formula: Integrating the Relative and the Absolute
6. Metropolism - Cosmopolitanism – Cosmism
7. Dimensions of ONE
7.1 The Magic of the ONE: The One as the Regulator of Unity And Diversity
7.2 Summum Unum: The Diversity Of Life
7.3 Ut Unum Sint
Part 3
Inter- and Transcultural Awareness-Based Intercultural Interfacing Techniques
Part 4
Bilingual Intercultural & Transcultural Consciousness-Based Management Terminology: English-German
Research Objectives and Themes
This work aims to provide a comprehensive framework for navigating the complexities of global business management by bridging the gap between specific intercultural research and a broader transcultural perspective. The central research question explores how to transition from fragmented, culture-specific management practices toward a unified, consciousness-based management approach that fosters integration and organizational synergy in a globalized world.
- The role of "intercultural" versus "transcultural" perspectives in organizational settings.
- Empirical analysis of Anglo-German business communication and Sino-French joint ventures.
- The application of psychological and physical "metaphors" to organizational design.
- Strategies for managing human diversity through ethical and awareness-based frameworks.
- The development of the "Transcultural Profiler" as a diagnostic management tool.
Excerpt from the Book
Implicit organizational models compared
Do implicit organisational models of ‘village market’ vs. ‘well-oiled machine’ require correction? The assumption that the British organizational model is neither centralized nor formalized may need some rectification, because firms invest millions in software for control and formalization of procedures such as Customer Relations Management. A computer-controlled environment with a simultaneous presumed absence of rules and procedures is a contradiction, as formalization of procedures is one of the objectives pursued thereby. Stevens’s and Hofstede’s research need nuancing in the light of automation. With regard to formalization, the gap between the two implicit organisational models seems to be narrowing. This reduces critical areas of interaction, particularly in the light of numerous mergers, which promote similarity through transfers of organizational features. Numerous firms addressed by me had changed ownership recently.
Summary of Chapters
Part 1: The Intercultural Perspective: This section provides an introduction to the intercultural management field through empirical reports on Anglo-German communication, Sino-French joint ventures, and global business team dynamics.
Part 2: The Transcultural Perspective: This part shifts the focus toward a higher-level framework, discussing the integration of the relative and absolute, expanding human consciousness, and establishing a "Third Millennium Global Civilisation Formula."
Part 3: Inter- and Transcultural Awareness-Based Intercultural Interfacing Techniques: This section introduces practical, awareness-based techniques for managing the intrapsychic processes encountered in global business interactions.
Part 4: Bilingual Intercultural & Transcultural Consciousness-Based Management Terminology: English-German: A comprehensive dictionary of key concepts and terminology used throughout the research, providing both English definitions and their German adaptations.
Key Words
Intercultural Management, Transcultural Perspective, Global Business Teams, Cultural Dimensions, Consciousness, Integration, Organizational Culture, Diversity Management, Synergy, Hofstede, Transcultural Profiler, Ethics, Conflict Resolution, Globalization, Management Terminology.
Frequently Asked Questions
What is the core focus of this research?
The work focuses on transitioning from traditional "intercultural" management—which emphasizes surface-level cultural differences—to "transcultural" management, which seeks a higher-level, integrative consciousness to solve diversity-based conflicts.
What are the primary thematic fields covered?
The themes include cross-cultural communication, organizational models, human consciousness, ethical management, and the practical application of transcultural concepts in global business environments.
What is the primary goal of the "Transcultural Profiler"?
The profiler serves as a diagnostic, 12-dimensional management instrument designed to map the psychological infrastructure of global managers and facilitate organizational integration.
What scientific methods underpin this work?
The author utilizes a transdisciplinary approach, blending organizational management theories with analogies from physics (e.g., quantum complementarity, wave-particle duality) and neurophysiology to support his arguments on integration.
How does the work treat the topic of organizational models?
It examines implicit organizational models, such as the "village market" versus the "well-oiled machine," and argues that these models are evolving and converging due to automation and global mergers.
Which cultural groups are primarily analyzed?
The research provides deep case studies on Anglo-German interactions and Chinese-French joint ventures, while drawing on broad global theories of management.
How does the author view the "oneness" principle in business?
The author argues that recognizing a fundamental "oneness" or shared human origin acts as a master key to resolving diversity conflicts, moving beyond the superficiality of competing cultural identities.
Can the "Transcultural Profiler" be used in practical business settings?
Yes, the profiler is intended to function as a roadmap for assessment and training, helping managers understand their own cultural conditioning and move toward higher levels of cultural intelligence.
- Quote paper
- D.E.A./UNIV. PARIS I Gebhard Deissler (Author), 2012, Intercultural Management Research From An Intercultural And A Transcultural Perspective, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/190664
