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Mindset change in a cross-cultural context

Author

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  • Martin Loeve

Abstract

Imagine you are Thai and a member of a management team from a European company that acts in an Asian emerging market. Imagine you are a European expat with the assignment to double the turnover from that Asian company in a few years. Imagine you are a Change Maker and they ask you to facilitate the (multinational) management team of that Asian company to develop a market strategy and translate it into a business plan, and you have to deal with cultural differences. How do you manage a small-scale change process based on the principles of action learning in that specific multinational context? That's the essence of this account of practice.

Suggested Citation

  • Martin Loeve, 2007. "Mindset change in a cross-cultural context," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 4(2), pages 211-218.
    • Handle: RePEc:taf:alresp:v:4:y:2007:i:2:p:211-218
    DOI: 10.1080/14767330701592946
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    Cited by:

    1. Ulrike Burger & Kiran Trehan, 2018. "Action learning in East Africa: new encounters or impossible challenges?," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 15(2), pages 126-138, May.

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