| Foreword | 6 |
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| Acknowledgements | 8 |
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| Contents | 9 |
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| Notes on Contributors | 12 |
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| Part I: Cultural Insights into Chinese-African Management | 16 |
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| Chapter 1: Introduction | 17 |
| 1.1 Introduction | 17 |
| 1.2 Managing Intercultural Interactions Successfully | 20 |
| 1.3 Intercultural Competences | 21 |
| 1.4 Aim and Purpose of the Book | 24 |
| 1.5 Contents of the Book and How to Use It | 25 |
| References | 28 |
| Chapter 2: Chinese Cultural Concepts and Their Influence on Management | 32 |
| 2.1 Introduction | 32 |
| 2.2 Origins of Chinese Culture | 33 |
| 2.3 Application of Specific Concepts in Chinese-Style Management | 34 |
| 2.3.1 Confucianism | 34 |
| 2.3.2 Guanxi | 35 |
| 2.3.3 Mianzi | 35 |
| 2.3.4 Industriousness, Righteousness and Integrity | 36 |
| 2.3.5 Collectivism | 36 |
| 2.3.6 Hierarchy | 37 |
| 2.3.7 Patriarchy | 37 |
| 2.3.8 Chinese Baijiu Culture and Tea Culture | 38 |
| 2.3.9 Hukou | 38 |
| 2.3.10 Danwei | 39 |
| 2.4 Questionable Value of Chinese-Style Management Behaviours | 39 |
| 2.4.1 Chinese-Style Decision-Making | 40 |
| 2.4.2 Family-Based Management | 40 |
| 2.4.3 Chinese Authoritarian Leadership | 40 |
| 2.4.4 “Pushing, Dragging and Pulling” Crisis Management | 41 |
| 2.4.5 Excessively Implicit Expression | 41 |
| 2.5 Improvement Strategies and Recommendations for African Partners | 42 |
| 2.5.1 Chinese-Style Decision-Making | 42 |
| 2.5.2 Family-Based Management | 42 |
| 2.5.3 Authoritarian Leadership | 43 |
| 2.5.4 Moderate Crisis Management | 43 |
| 2.5.5 Excessively Implicit Expression | 44 |
| 2.6 Conclusion | 44 |
| References | 45 |
| Chapter 3: African Cultural Concepts and Their Influence on Management | 49 |
| 3.1 Introducing African Cultural Concepts | 49 |
| 3.2 Problematising African Cultural Concepts | 50 |
| 3.3 Impact of Africa’s History on Intercultural Business and Intercultural Cooperation | 51 |
| 3.4 African Management and Leadership | 53 |
| 3.5 Philosophical Backgrounds and Their Impact on African Management Culture | 55 |
| 3.5.1 Ubuntu | 55 |
| 3.5.2 African Renaissance | 57 |
| 3.6 Culture-Specific Concepts in Intercultural Management | 61 |
| 3.6.1 Social Culture: Socialising and Greetings | 61 |
| 3.6.2 Building Kinship-Type Relationships | 62 |
| 3.6.3 Consensus in Decision-Making | 63 |
| 3.6.4 Deferment to Responsible Authority | 63 |
| 3.7 Conclusion | 65 |
| References | 66 |
| Part II: Intercultural Training Cases: Dealing with International Communication, Cooperation and Negotiation | 70 |
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| Chapter 4: Case 1: Dealing with Organisational Strategies in the Tanzanian-Chinese Chalinze Water Project | 71 |
| 4.1 Case Narrative | 71 |
| 4.2 Questions and Points of Discussion | 73 |
| 4.3 Chinese Perspectives | 74 |
| 4.4 African Perspectives | 75 |
| 4.5 Culture-Specific Solutions | 76 |
| 4.5.1 Short-Term Solutions from Chinese Perspectives | 76 |
| 4.5.2 Long-Term Solutions from Chinese Perspectives | 76 |
| 4.5.3 Short-Term Solutions from African Perspectives | 77 |
| 4.5.4 Long-Term Solutions from African Perspectives | 77 |
| 4.6 Recommendations for Chinese-African Intercultural Cooperation | 78 |
| References | 79 |
| Chapter 5: Case 2: “Not who I am, not what I mean”: Intercultural Communication in Chinese-South African Interactions | 80 |
| 5.1 Case Narrative | 80 |
| 5.2 Chinese Perspectives on Intercultural Communication | 81 |
| 5.3 South African Perspectives on Intercultural Communication | 83 |
| 5.4 Questions and Points of Discussion | 85 |
| 5.5 Chinese Perspectives | 85 |
| 5.6 African Perspectives | 87 |
| 5.7 Culture-Specific Solutions | 89 |
| 5.7.1 Short-Term Solutions from Chinese Perspectives | 89 |
| 5.7.2 Long-Term Solutions from Chinese Perspectives | 89 |
| 5.7.3 Short-Term Solutions from African Perspectives | 90 |
| 5.7.4 Long-Term Solutions from African Perspectives | 90 |
| 5.8 Recommendations for Chinese-African Intercultural Cooperation | 91 |
| References | 91 |
| Chapter 6: Case 3: Dealing with Organisational Structures, Decision-Making and Participation in the Zambian Textile Industry | 94 |
| 6.1 Case Narrative | 94 |
| 6.2 Questions and Points of Discussion | 98 |
| 6.3 Chinese Perspectives | 98 |
| 6.4 Zambian Perspectives | 100 |
| 6.5 Culture-Specific Solutions | 103 |
| 6.5.1 Short-Term Solutions from Chinese Perspectives | 103 |
| 6.5.2 Long-Term Solutions from Chinese Perspectives | 104 |
| 6.5.3 Short-Term Solutions from Zambian Perspectives | 105 |
| 6.5.4 Long-Term Solutions from Zambian Perspectives | 105 |
| 6.6 Recommendations for Chinese-Zambian Intercultural Cooperation | 106 |
| References | 107 |
| Chapter 7: Case 4: A Negotiation Between Chinese and Namibian Organisations in Namibia | 109 |
| 7.1 Introduction to the Case | 109 |
| 7.2 Questions and Points of Discussion | 111 |
| 7.3 Chinese Perspectives | 111 |
| 7.4 African Perspectives | 113 |
| 7.5 Short-Term Solutions from Chinese Perspectives | 114 |
| 7.6 Long-Term Solutions from Chinese Perspectives | 114 |
| 7.7 Short-Term Solutions from Namibian Perspectives | 114 |
| 7.8 Long-Term Solutions from Namibian Perspectives | 115 |
| 7.9 Recommendations for Chinese-Namibian Intercultural Cooperation | 116 |
| References | 116 |
| Chapter 8: Case 5: How to Make Friends in Rwanda: A Chinese Tea Ceremony | 118 |
| 8.1 Case Narrative | 118 |
| 8.2 Questions | 122 |
| 8.3 Chinese Perspe
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