With the increasing internationalization of markets, the business activities and fields of companies are also changing. The participants come from very different countries and cultures, have unequal values, and are characterized by divergent ways of thinking and acting. However, the associated demands on management are often inadequately met in everyday reality. This book therefore aims to focus on intercultural action in its various forms. In addition to an introduction to fundamental questions of intercultural management, it provides a detailed insight into the concrete implementation through five country examples (Japan, China, Vietnam, Russia, and the Gulf States).