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Issue 5(1), October 2010 -- Paper Abstracts

Girard  (p. 9-22)

Cooper (p. 23-32)

Kunz-Osborne (p. 33-41)

Coulmas-Law (p.42-46)

Stasio (p. 47-56)

Albert-Valette-Florence (p.57-63)

Zhang-Rauch (p. 64-70)

Alam-Yasin (p. 71-78)

Mattare-Monahan-Shah (p. 79-94)

Nonis-Hudson-Hunt (p. 95-106)

JOURNAL OF MANAGEMENT POLICY AND PRACTICE

Intercultural Skills for an Effective Teamwork in China:

The Mexican Experience

Author(s): Omar Salgado, Jerry Banks, Yongjiang Shi, Helen Zhang

Citation: Omar Salgado, Jerry Banks, Yongjiang Shi, Helen Zhang, (2013) "Intercultural Skills for an Effective Teamwork in China: The Mexican Experience," Journal of Management Policy and Practice, Vol. 14, Iss. 5, pp. 80 - 100

Article Type: Research paper

Publisher: North American Business Press

Abstract:

The speed of changes in the global business environment has pushed European multinationals to employ

staff from its foreign subsidiaries, to take over some corporate activities in a third country. This is the

case with Latin American executives working in China, that face not only the culture shock, but are

immersed in a complex chain of command between headquarters, subsidiary and host market. This article

is part of a wider research on decoding the business environment in China for Latin American executives,

based on three areas: communication patterns, negotiation patterns and cultural/interpersonal

development.