Managing Multicultural Collaborations in a Reality of Power Differences

Tammy Rubel-Lifschitz and Dina Kazhdan

Chapter 17 in Women’s Voices in Management, 2015, pp 290-308 from Palgrave Macmillan

Abstract: Abstract This chapter tells the stories of 16 women managers who built collaborative projects, overcoming cultural gaps as well as social and organizational power differences. The study aims to learn from their practical experience in facing various personal and organizational challenges: differences in work practices, cultural gaps, conflicting interests, and financial uncertainties. Following a series of in-depth interviews with these managers, three models of collaboration were identified. For each model, we describe how the collaboration was perceived and understood, and the work practices that were developed to build and sustain it. Finally, we analyze each model in light of the academic literature on power, conflict, and collaboration.

Keywords: Work Practice; Woman Manager; Former Soviet Union; Power Difference; Israeli Society (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-43215-5_17

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DOI: 10.1057/9781137432155_17

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