Intercultural complementarity and synergy

Christoph Barmeyer, Madeleine Bausch and Ulrike Mayrhofer

Chapter 10 in Constructive Intercultural Management, 2026, pp 173-190 from Edward Elgar Publishing

Abstract: This chapter is dedicated to the concepts of intercultural complementarity and intercultural synergy, which can be considered as prerequisites for constructive interculturality in organizations. Intercultural complementarity deals with resources and strengths of a diverse workforce, and advocates the constructive combination of cultural differences. Intercultural synergy focuses on the creation of something new in the combination of cultural differences. Intercultural complementarity can therefore serve as a preliminary stage of intercultural synergy. Both concepts rely on the fact that the combination of cultural differences can create added value in organizations. Cultural diversity should thus be considered as enriching so that interculturality becomes a valuable resource for creativity and innovation. Five emblematic case studies illustrate how organizations can develop intercultural complementarity and synergy: Airbus, Cirque du Soleil, Fiat Mio, Renault–Nissan–Mitsubishi and West-Eastern Divan Orchestra.

Keywords: Intercultural complementarity; Intercultural synergy; Creativity; Innovation; Case studies (search for similar items in EconPapers)
Date: 2026
ISBN: 9781035371365
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