Cross-cultural management has been conceptualised using a variety of perspectives from a simple focus on the cultural adaptation of pre-existing management skills, to being a management subset with unique skills, goals and processes (Torbiorn, 1985). This paper will examine various conceptualisations of cross-cultural management in the expatriate context and suggest that previous definitions that are strongly linked to cultural adjustment lead to limitations in management outcomes. This literature examination will conclude with a definition of cross-cultural management that goes beyond cultural adjustment and adaptation to include the unique management skills, goals and processes of cross-cultural management. The paper will critically examine the relationship between cross-cultural management and cultural intelligence.