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A Case Study in Intercultural Management at Iter
Author(s) -
Anglès Valérie
Publication year - 2013
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.21484
Subject(s) - subsidiary , thermonuclear fusion , multinational corporation , business , political science , international trade , physics , nuclear physics , finance , plasma
Most international organizations, particularly multinational companies, have to deal with two cultures: the culture of the country of origin and that of the country where subsidiaries are located. The International Thermonuclear Experimental Reactor (Iter) project in Cadarache, France, requires the collaboration of individuals representing more than 30 different cultures at the same site. Consequently, Iter is considered not only a unique scientific project, but also an exceptional intercultural undertaking. Could some of the policies at Iter be reproduced elsewhere? Information collected over three years reflects the institutional contexts that favor or constrain these policies and allows for a comparison of Iter's intercultural management policies with those of other international organizations. © 2013 Wiley Periodicals, Inc.