This monolingual English transcultural dictionary covers terms and concepts from the field of intercultural communication and management. It is based on extractions from state-of-the-art intercultural literature (see literature in the annex) and personal investigation. While it responds to the needs of students and practitioners in the field it is by no means meant to be exhaustive but rather work in progress. I have tried to attribute all important concepts to their authors and I sincerely apologize, should anyone have been omitted and request the permission to lay the foundation - on the basis of their myriad contributions - for an intercultural/transcultural terminological resource to benefit the intercultural community and those who are interested in the sustainable management of the 21st century global environment with its myriad cultural challenges. -Intercultural and truly transcultural approaches synergize to result in an innovative transcultural managerial mindset and skill set.
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Inhaltsverzeichnis
360 Feedback
360 Transcultural Synergy
ACHASC
AD
ALG-Culture-Clustering
Ab icunabulis (Lat.)
Ability
Aboriginal
Abrazo
Absolute values
Acculturation
Acculturation modeling
Acculturation curve
Adiós
Adler Nancy
Administer a questionnaire
Administrative distance
Administrative heritage
Aggregate model of culture
Alienators
Amae
Anti-Confucianism
Anticipation
Apéritif
Archaic vs. Transnational
Archery (Japanese)
Area briefing
Arguments
Aristotelian thinking
Arrondissement
Assess a culture variable
Assumptions
Außenministerium
Authority
Authority conception
Behaviour
Belbin R Meredith
Belbin's Team Roles
Beliefs
Best practice
Billiard Balls vs. Waves
Billion
Blomqvist's trust model
Bohr N
Bolten Jürgen
Bond Michael Harris.
Book/non-Book religions
Boundaries of behaviour
Brussel
Buddha (Gautama Siddhartha)
Budget systems across cultures
Bundesrat
Bundestag
Buona sera, buon giorno
Business communication
CAGE analysis
Distance framework
CET
CIA World Factbook
CIS
CNRS
CQ
CVS
Calendar
Carnivorous
Chaebol
Change management
Chauvinism
Chiku Nailao
Chinese Classics
Chinese stratagems list
Chinese values
Chinoiserie
Christ
Christian cardinal virtues
Chromatics
Chronemics
Chung
Circular time
Clustering Cultures
Co-opetition
Cohesiveness
Collaborative strategy
Colonize, to
Comfort zones
Comity of nations
Comme il faut
Communication gap
Communications Profile
Communitarianism
Compartmentalization
Competitive collaboration
Competitive strategy
Conditioning
Conflict Management Strategy
Conflict issues
Confucian Work Dynamism
Confucian precepts
Confucian teachings
Confucianism
Confucius
Consciousness
Consultants
Continuum
Control systems across cultures
Core beliefs
Corporate Management Profile
Corps Diplomatique
Correlation
Cosmics
Counter culture shock
Courteousie
Critical incident
Cross-cultural evolution
Cross-enterprise collaboration
Cultural background
Cultural awareness model
Cultural Divide
Cultural Frameworks
Cultural Imperialism
Cultural Interfacing Tools
Cultural Synergy
Cultural absolute
Cultural ambivalence
Cultural artifact
Cultural assumptions
Cultural behaviour
Cultural blindness
Cultural core
Cultural deprivation
Cultural display
Cultural distance
Cultural distance factors
Cultural distinction
Cultural diversity
Cultural estrangement
Cultural fault-line gap
Cultural fusion
Cultural genocide
Cultural hybrid
Cultural imperialism
Cultural learning styles
Cultural loss
Cultural materialism
Cultural monism
Cultural performance
Cultural pluralism
Cultural relativism
Cultural sensitivity
Cultural universal
Cultural value model
Cultural variation
Cultural viewpoint
Culture
Culture assimilator
Culture base
Culture briefing
Culture cake
Culture complex
Culture contact
Culture definition
Culture free
Culture group
Culture map
Culture management strategies
Culture shock
Culture shock factors
Culture shockers
Culture & personality research
Culture-contingent
Culture-general training
Culture-specific training
Culturalists vs. structuralists
Cybernetic thinking
Cyclical time
DV (Lat.)
Dance metaphor of culture
Data-oriented culture
Decision criteria across cultures
Decision styles
Decision-making
Decision-making across cultures
Deculturation
Design
Design a questionnaire
Destination culture
Dialogue-oriented culture
Dichotomy
Diffuse
Dilemma
Dilemma theory
Dimension of culture
Distance model
Distance of comfort
Diversity
Diversity management
Diversity matrix
Diversity rationale
Double helix of the DNA
Downing Street
Dress
ECU
EIS
ENA
EPG Mix
EPG Profile
ET
Economic distance factors
Eire
Emotions
Empathy
En Shah Allah
Enchufe
Enculturation
Entropy
Equidistance of perspective
Ethics profile (TCP)
Ethnic, racial competition
Ethnocentrism
Etiquette
European Ethnic Group
European Institutions
European identity
Evaluation/misevaluation
Evolution Profile
Ewington Nigel
Ex-, Re-, Impatriate
Expatriation
Exploration tactics
Force Field Analysis
Fa-chia versus ju-chia
Face
Face value
Facework Management
Facilitator
Factors
Fatherland
Faux pas
Follower Readiness
Forces for Worldwide Learning
Forces for Differentiation
Forces for global integration
Fractal culture
Iceberg analogy
Functional culture
GBT
GLOBE
GMT
GS
Gaiatsu
Gaijin
Gakubatsu
Gemütlichkeit
Geocentrism
Geographic distance factors
Global Business Team
Global Management
Global Manager development
Global mindset
Global skill set
Goal setting across cultures
Going native
Goodall Keith
Grafting
Grandes Écoles
Granet Marcel
Greek classical values
Group diversity
Guanxi
Guilt
Guoqing
Gô
HC/LC
HQ
HRM
Hacer puente
Haku/Kon
Hall's Context Dimension
Hampden-Turner Charles
Haptics
Heisenberg W and Bohr N
Helix
Hepburn System
High-context
High/Low-trust cultures
Hindi/Urdu
Hoecklin's model of learning
Hofstede's 5-D Model
Hofstede Geert
Hold a value
Home culture
Hookah
Hospitality
Host culture
Human mental programming
Huntington S.
Hypernormal
I-We-They-Effect
IC
IHRM
INDCOM
INSEAD
INTEXT
IRIC
ITIM
Iceberg Model
Identity
Identity impact
In-group
In-house training
Indian distinctive values
Individual Culture Profile
Individualism
Information gathering
Ingegnere, Dottore
Inner-directed
Inside-out/outside-in
Insiderization
Institut de France
Intention/impact gap
Intercultural Competencies Profile
Intercultural adjustment
Intercultural development
Intercultural Learning
Intercultural Synergy
Intercultural adaptation
Intercultural business case
Intercultural competence
Intercultural consultant
Intercultural management
Intercultural research
Intercultural theory
Intercultural training
Interculturalist
International Management Topics
International
International Profiler
International colleagues
International contacts
International diversity
International negotiations
International professional
International project team
International role
International transition
Istanbul
Japan
Ji
Ikebana
Jiejian
Judge Business School
Kaaba
Kafir
Kaf
Kaisha
Kanzleramt
Karōshi
Kibun
Kimochi
Kinesics
Kluckhohn and Strodtbeck
Kolb's learning cycle
Kūdōka
L. or Lond.
LESCANT factors
LMR
LMR Interactions
LMR Model
LTO
La Manche
Lakh
Lao-Tzu
Latin (Roman) virtues
Laurent André
Layers of culture
Leadership
Levante
Levels of Uniqueness
Levitt Theodore
Li
Linear time
Linear-active culture
Listening culture
Lock-out
London Business School
Long.
Low-context
Lyceum (the)
MAS/FEM
MBTI Profile
MIS-factor process
MITI
MNC
MSS
Machismo
Machista
Magyar
Mah-jong
Maharaja, Maharanee
Participative Management
Management and Activity
Management and Time
Intercultural Management education
Management style across cultures
Management and Human Nature
Management and Relationships
Managerial Mindsets
Managerial Tables
Managing religion
Mandelbrot B
Mao Zedong
Marginal
Marianismo, Hembrismo
Material culture
Matignon
Matrix of the mind
Matrix structure
Mañana
Mañana syndrome
McClelland
Mc Sweeney
Mental model
Metanational company
Metropoles
Mianzi
Mind
Mirror Image Culture
Miscategorization
Misgauge a culture variable
Misinterpretation
Mitbestimmung
Model of Layers
Moeurs
Monochronic
Monotheism vs. polytheism
Mordida
Moriña
Moros
Moskva
Mother tongue
Multi-active culture
Multicultural organisation
Multinational corporation
N. lat.
NAFTA Trading Bloc
NEAF
NGO
NIH syndrome
NLP-5-Step Model of Learning
NT Theory
Nanyang Chinese
National Culture Profile
National culture
National vs. organisational
Native
Native speaker
Natural de (Sp.)
Negotiated culture
Negotiation environment
Negotiation approaches
Negotiation process
Negotiation stages
Negotiation strategies
Negotiation tactics
Negotiator mindsets
Negritude
Negritude values
Nepotism
Nibelungenlied
Nihonjinron
Nippon
Noetic level
Noh
Noh Theatre
Non-native
Non-resident
Non-verbal communication
Norge
Normal
Normal distribution
Normal, Hyper-, Marginal
Noël (French)
OB
OB change
OB change model
ORJI-Model
Occupational culture
Oculesics
Office layout
Onion Model
Organisational Dimensions
Organisational culture
Organizational structures and culture
Organizational Models
Other-directedness
Outer-directed
Overlap
PDI
PIE
PM Theory
PT
Paella
Paisa
Parochialism
Particularist
Patria (Lat.)
Patriotism
Peaches and Coconuts
Pentagon
Pentecôte
Perlmutter Howard
Space conception
Personalism
Physiological Model
Pi Lin pi Kong
Pinyin
Planetary Interface
Planning across cultures
Politesse
Polycentrism
Polychronic
Portero (Sp.)
Practices
Pre-departure resources
Predeparture briefing
Predictability
Predominant culture
Presencing
Present
Prikas
Pro-active transformers
Problem solving strategies
Profit-and-loss-sharing
Proxemics
Psychometric
Pundit
Pundonor
Push and pull qualities
Pâques
Quai d'Orsay
Radar diagramme
Raitu's learning styles
Range of styles
Re-entry
Re-entry culture shock
Re-entry debriefing
Re-socializers
Recognize difference
Reconcile
Reconcile differences
Reconquista
Reference framework
Regional culture
Relationship-oriented
Religion
Religions
Remote Team Management
Remote environment
Renji Hexie
Repatriation
Respect difference
Responses to Globalisation
Returnee
Reward systems across cultures
Ringi-shoo
Rise above
Ronen and Shenkar
Rujia
Rupee
S. lat.
SI
SPDI
Sacred books/Scriptures
Sake
Sambétsu
Sample
Sari
Sauerkraut stage
Scale
Seitai
Self-awareness
Self-construal
Self-reference criterion
Sempai-kohai
Sequential time
Sereno
Set of values
Sexual competition
Señor (Sp.)
Señora
Señorita
Shaf
Shame
Sharing a cultural background
Shchi
Sheikh
Sheikocracy
Sheshui Dengji
Shiite
Shinjinrui
Show your hand first
Siegfried
Sierra/serra
Siesta
Signor, Signora, Signorina
Simulation
Single culture group
Single principle
Sinophilia
Situational Leadership Theory
Social anthropology
Sociolinguistics
Socrates-Buddha-Confucius
Software of the mind
Sophisticated stereotype
Souk
Sources of cultural diversity
Space bubble
Specific
St. Valentine's Day
Standards
State Department
Stereotypes
Stereotyping
Strategic mentality
Subtle ethnocentrism
Summit
Sun Tzu
Sunna
Sunni
Superego
Superglobal
Superlocal
Sura
Suttee/Sati
Sverige
Synchronous time
Synergizer
Synergy
Synthesis
TC
TCO
TCP
Transcultural Profiler
TCQ
THT
THT Consulting Group
THT cultural values model
TMC
TMC Cultural Orientations
Taboo
Taiheki
Talmud
Taoism
Tapas
Task-oriented
Team charter
Team composition
Team leader trust criteria
Team roles
Team development stages
Teamwork across cultures
Temporal conception
Terra incognita (Lat.)
Terrae filius (Lat.)
Territoriality
Tertium quid (Lat.)
Tertulia
Thanksgiving Day (US)
Third World
Thomas Alexander
Todai
Toki
Training package
Training professional
Transcultural awareness
Transcultural competence
Transcultural identity
Transcultural intelligence
Transcultural mindset
Transcultural skill set
Transnational Strategic Mentality
Triandis Harry
Trillion
Trust Criteria
Trust Profile
Tsar
Tsin
Tsin Huang Che Ti
Tête-à-tête
Tönnies F
UAI
UNPA
Ulster
Unity rationale
Universal Time
Universalist
Value
Values
Values-practices balance
Vegetarian
Verbal communication
Vicious and virtuous cycles (THT)
W-curve
Wa
Wade-Giles
Wei-ch'i
Whorf Benjamin
Willingness
WorldWork Ltd
Wu lun
Xenophilia
Xenophobia
Yankee
Yarmulka
Yashmak
Yen
Zakat
Zen
Zhengti Guannian
Zhongjian Ren
Zielsetzung & Themen
Die Arbeit dient als transkulturelles Wörterbuch für den Bereich der interkulturellen Kommunikation und des Managements, um Fachbegriffe und Konzepte auf der Basis aktueller Forschung zu systematisieren und so ein innovatives transkulturelles Mindset sowie entsprechende Fähigkeiten für globale Herausforderungen zu fördern.
- Grundlagen der interkulturellen Kommunikation und Management-Theorien
- Analyse kultureller Anpassungsmodelle und Lernprozesse
- Untersuchung von Werten, Normen und Verhaltensmustern in verschiedenen Kulturräumen
- Methoden zur Bewältigung von Kulturschocks und zur Förderung interkultureller Synergien
Auszug aus dem Buch
Archaic vs. Transnational
In archaic economies, which still exist in various parts of the world in the Southern and Eastern hemispheres, economic exchange is based on a gift-like interchange in which people and things are linked. There is not only a link between material an immaterial things and people, but also between the parties involved in that exchange, which entails the obligation of reciprocation. In Polynesian for example this link is called "hau". There are various stages of development from the primitive archaic systems of which there are also residues in the most globalised economies like for example Japan. It took hundreds and thousands of years to evolve from a primitive/archaic economy to a modern economy which progressively disconnects the implicit ties between humans and objects and trading partners. An impersonal monetary and legal system has been substituted for the integrated, balanced relationship. The global or transnational firm, which evolved over a few decades in the latter part of the 20th century from the domestic via the international, the multinational and the global to the transnational phase, constitutes the opposite pole of the archaic economy, where management, irrespective of any consideration of ties between cultures, people and objects reverse structural equilibria that have evolved in the course of time. Mass layoffs, delocalization for profit maximization, environment and resource damaging policies and behaviours resulting in war may follow unless the two poles (without going back to primitive times) are sustainably integrated.
Zusammenfassung der Kapitel
360 Feedback: Erläutert das Konzept der Leistungsbeurteilung aus verschiedenen Perspektiven und weist auf kulturspezifische Unterschiede beim Ausdruck von Lob und Kritik hin.
Acculturation modeling: Beschreibt die wissenschaftliche Modellierung des Prozesses, sich in einer neuen Zielkultur zurechtzufinden, basierend auf Erkenntnissen der Psychologie und Linguistik.
Chinese stratagems list: Listet die 36 klassischen chinesischen Strategeme auf, die in Verhandlungssituationen Anwendung finden.
Cultural Interfacing Tools: Bietet einen Überblick über verschiedene kulturelle Strategien und Werkzeuge, um interkulturelle Dynamiken zu steuern und Synergien zu erzeugen.
Dilemma theory: Stellt die von Trompenaars und Hampden-Turner entwickelte Methode zur Auflösung von Geschäfts-Dilemmata vor, die auf der Metapher der Doppelhelix basiert.
Intercultural Learning: Analysiert interkulturelle Erfahrungen als Lernprozess und skizziert einen Vier-Schritte-Ansatz für Organisationen, um Implicit Knowledge explizit zu machen.
Schlüsselwörter
Interkulturelles Management, Transkulturelle Kompetenz, Unternehmenskultur, Hofstede, Diversitätsmanagement, Kulturschock, Akkulturation, Kommunikationsstile, Verhandlungstaktik, Dilemma-Theorie, Mentale Programmierung, Globalisierung, Organisationale Strukturen, Identität, Werte.
Häufig gestellte Fragen
Worum geht es in diesem Werk grundsätzlich?
Es handelt sich um ein einsprachiges englisches, transkulturelles Wörterbuch, das Fachbegriffe aus dem Bereich der interkulturellen Kommunikation und des Managements definiert und in Beziehung zueinander setzt.
Was sind die zentralen Themenfelder?
Die zentralen Felder umfassen kulturelle Modellierungen, Management-Strategien in globalen Kontexten, interkulturelle Kommunikation sowie Theorien zur kulturellen Anpassung und Verhandlungsführung.
Was ist das primäre Ziel oder die Forschungsfrage?
Das Ziel ist es, Studenten und Praktikern eine terminologische Ressource zur Verfügung zu stellen, um ein transkulturelles Mindset zu entwickeln, das globale kulturelle Herausforderungen nachhaltig bewältigen kann.
Welche wissenschaftliche Methode wird verwendet?
Die Arbeit basiert auf der Extraktion aus state-of-the-art Literatur sowie persönlicher Untersuchung, wobei verschiedene wissenschaftliche Modelle und Frameworks (wie von Hofstede, Trompenaars, Adler etc.) zusammengeführt werden.
Was wird im Hauptteil behandelt?
Der Hauptteil besteht aus einer alphabetisch sortierten Enzyklopädie von Begriffen, die von "360 Feedback" bis "Zhongjian Ren" reichen und Konzepte wie kulturelle Distanz, Teammanagement und Kommunikationsprofile abdecken.
Welche Schlüsselwörter charakterisieren die Arbeit?
Die wichtigsten Schlagworte sind unter anderem Interkulturelles Management, Transkulturelle Kompetenz, Kulturschock, Dilemma-Theorie und mentale Programmierung.
Welche Rolle spielen die "36 Strategeme" in diesem Wörterbuch?
Sie dienen als konkretes Beispiel für eine kulturell geprägte Verhandlungsstrategie, die den Unterschied zwischen einem konfrontativen "Krieger-Ansatz" und einem harmonieorientierten "Gentleman-Ansatz" illustriert.
Wie unterscheidet der Autor zwischen "Kultur" und "Management"?
Der Autor betrachtet Kultur als das tiefere Fundament von Werten und mentaler Programmierung, während Management als der Prozess gesehen wird, in dem diese kulturellen Gegebenheiten in einer globalen Umgebung zur Anwendung kommen und synergetisch genutzt werden müssen.
Was bedeutet die "Double Helix"-Metapher für das Management?
Sie symbolisiert die Verknüpfung von zwei scheinbar widersprüchlichen kulturellen Werten, die durch einen Lernprozess integriert werden, um anstatt eines Konflikts eine Synergie zu erzeugen.
- Arbeit zitieren
- D.E.A./UNIV. PARIS I Gebhard Deissler (Autor:in), 2009, English Transcultural Dictionary, München, GRIN Verlag, https://www.grin.com/document/158870
