Mindset change in a cross-cultural context

Martin Loeve

Action Learning: Research and Practice, 2007, vol. 4, issue 2, 211-218

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.

Date: 2007
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DOI: 10.1080/14767330701592946

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