and Glisby go beyond this to argue that tacit knowledge is also a significant factor which shapes and reshapes cross-cultural cooperation and competition. They illustrate this conviction with four case studies which take reader into a wide variety of cultural contexts and demonstrate very contrasting experiences in untapping tacit knowledge in international business operations. Although written with MBA students in mind who are destined to become cross-cultural knowledge workers (though they may not have seen themselves in this way before) this pioneering book will appeal to all students and practitioners of international business for its cross-cultural insights about tacit knowledge in everyday business activities.