Managing Chinese-African Business Interactions

<p>1.&nbsp;Introduction.-&nbsp;2.&nbsp;Chinese Cultural Concepts and Their Influence on Management.-&nbsp;3.&nbsp;African Cultural Concepts and Their Influence on Management.-&nbsp;4.&nbsp;Case 1: Dealing With Organisational Strategies in the Tanzanian-Chinese Chalinze Water Project.-&nbsp;5.&nbsp;Case 2: “Not who I am, not what I mean”: Intercultural Communication in Chinese-African Interactions.-&nbsp;6.&nbsp;Case 3: Dealing With Organisational Structures, Decision-making and Participation in the Zambian Textile Industry.-&nbsp;7.&nbsp;Case 4: A Negotiation Between Chinese and African Organisations in Namibia.-&nbsp;8.&nbsp;Case 5: How to Make Friends in Rwanda: A Chinese Tea Ceremony.-&nbsp;9.&nbsp;Case 6: Setting Up Small, Medium and Micro Enterprises (SMMES) by Chinese Entrepreneurial Immigrants in Maputo, Mozambique.-&nbsp;10.&nbsp;Case 7: Managing a Chinese-Angolan National Housing Project in Angola’s Capital, Luanda.-&nbsp;11.&nbsp;Case 8: Language, Culture, and Power in the Chinese-South African Telecommunications Sector.-&nbsp;12.&nbsp;Case 9: Transforming Employee Conflicts in a Chinese Construction Firm in Kampala, Uganda.-&nbsp;13.&nbsp;Case 10: Sharing Knowledge in a Sudanese Oil Refinery Through Cultural and Language Trainings.-&nbsp;14.&nbsp;Case 11: Working Conditions in a Chinese-Ugandan Communications Company.-&nbsp;15.&nbsp;Case 12: Managing a Chinese-South African Restaurant in Port Elizabeth, South Africa.-&nbsp;16.&nbsp;Case 13: Employee Perceptions of a Chinese Heavy Machinery Importing Organisation Operating in Uganda.-&nbsp;17.&nbsp;Case 14: Hiring and Firing in the Chinese-Zimbabwean Mining Industry.-&nbsp;18.&nbsp;Case 15: Managing Chinese-Cameroonian Daily Interactions in a Company in Douala, Cameroon.-&nbsp;19.&nbsp;Case 16: A Cross-cultural Conference in the Mozambique Confucius Institute.</p>

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