Managing Chinese-African Business Interactions: Growing Intercultural Competence in Organizations Claude-Hélène Mayer

Part I. Cultural Insights into Chinese-African Management

1. Introduction

2. Chinese Cultural Concepts and Their Influence on Management

3. African Cultural Concepts and Their Influence on Management

Part II. Intercultural Training Cases: Dealing with International Communication, Cooperation and Negotiation

4. Case 1: Dealing with Organisational Strategies in the Tanzanian-Chinese Chalinze Water Project

5. Case 2: “Not who I am, not what I mean”: Intercultural Communication in Chinese-South African Interactions

6. Case 3: Dealing with Organisational Structures, Decision-Making and Participation in the Zambian Textile Industry

7. Case 4: A Negotiation Between Chinese and Namibian Organisations in Namibia

8. Case 5: How to Make Friends in Rwanda: A Chinese Tea Ceremony

Part III. Intercultural Training Cases: Entrepreneurship, Management Styles, Language and Identity

9. Case 6: Setting Up Small, Medium and Micro Enterprises by Chinese Entrepreneurial Immigrants in Maputo, Mozambique

10. Case 7: Managing a Chinese-Angolan National Housing Project in Angola’s Capital, Luanda

11. Case 8: Language, Culture and Power in the Chinese-South African Telecommunications Sector

12. Case 9: Transforming Employee Conflicts in a Chinese Construction Firm in Kampala, Uganda

Part IV. Intercultural Training Cases: International Human Resource Management

13. Case 10: Sharing Knowledge in a Sudanese Oil Refinery Through Cultural and Language Trainings

14. Case 11: Working Conditions in a Chinese-Ugandan Communications Company

15. Case 12: Managing a Chinese-South African Restaurant in Port Elizabeth, South Africa

Part V. Intercultural Training Cases: Management Practices and Employment Relations

16. Case 13: Employee Perceptions of a Chinese Heavy-Machinery-Importing Organisation Operating in Uganda

17. Case 14: Hiring and Firing in the Chinese-Zimbabwean Mining Industry

18. Case 15: Managing Chinese-Cameroonian Daily Interactions in a Company in Douala, Cameroon

19. Case 16: A Cross-cultural Conference in the Mozambique Confucius Institute