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Management Learning
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Learning and Tensions in Managerial Intercultural Encounters: A Dialectical Interpretation

Colin Fisher

Nottingham Business School, Nottingham Trent University, UK, colin.fisher{at}ntu.ac.uk

David Doughty

Nottingham Business School, Nottingham Trent University, UK, dave.doughty{at}ntu.ac.uk

Sevinge Mussayeva

OXFAM/Azerbaycan, Azerbaijan, smusayeva{at}oxfam.org.uk

The article develops the literature on the dynamics of intercultural encounters in the context of western-led management learning in post-Soviet countries. The article is conceptual but the frameworks it proposes are informed by the authors' `learning histories' of their participation in a project to start a new management college in post-Soviet Azerbaijan. It is suggested that the various perspectives, or stages, in such encounters that are identified in the literature may be understood as a dialectical process that parallels Hegel's dialectics of self-consciousness. It is argued that this interpretation strengthens existing conceptualizations by adding new insights; such as that movement through the dialectic occurs by diminishing the horizons of intercultural conflict from inter-group through inter-personal to intra-personal tensions.

Key Words: Azerbaijan • dialectic • Hegel • intercultural • managerial learning • reflexivity

Management Learning, Vol. 39, No. 3, 311-327 (2008)
DOI: 10.1177/1350507608090879
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