Cross cultural management Research Papers (original) (raw)

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- Marketing, Business Ethics, Applied Ethics, Individualism
- by Cyril Bouquet
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- Business and Management, Cross cultural management
- by Jelena Zikic
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- Business and Management, Cross cultural management

The Authors compare the organization structure and market-based capabilities of American and Brazilian Logistics Service Providers in their respective countries. Using the resource based view approach, the authors propose that an LSP's organization structure influences its service capabilities, which in turn will influence satisfaction and performance. The results indicate that the individual models hold true in their respective countries. Autonomy enhanced LSP's capabilities in the areas of information sharing, logistics service, and customer service in both models. Formalization improved logistics and customer services in the Brazilian case, but only logistics services in the U.S. case. Unlike the U.S. model, service capabilities did not affect satisfaction for the Brazilian case; satisfaction did not contribute to performance for Brazilians. Paths of the two models are compared as part of the descriptive approach for the study and managerial insights provided.

- by Harash Sachdev
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- Business, Supply Chain Management, PLS Path Modeling, Cross cultural management

The purpose of this study is to search for differences in humor use between Arabs and Americans and to provide managerial insights regarding such differences. We use Hofstede’s cultural dimensions as a theoretical basis for hypothesizing differences in humor styles between Arabs and Americans. The results indicate that Americans scored significantly higher than Arabs on self-enhancing and self-defeating humor style. There was no significant difference regarding affiliative and aggressive humor. Both Arab and American men scored significantly higher in aggressive humor than did Arab and American women. Managerial implications are provided for both practitioners and researchers.

- by Michael Minor
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- Business and Management, Cross cultural management, Cultural Dimension
- by Harry Triandis and +1
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- Business and Management, Cross cultural management, Multilevel Analysis
- by Paul Hanges
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- Organizational Behavior, Marketing, Organizational Change, International Business
- by Bob Westwood
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- Creativity, Humor, Innovation and Creativity (Business), Cognitive Style
- by Elizabeth Ravlin and +1
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- Business and Management, Cross cultural management, Uncertainty Avoidance, North American
- by Mikael Søndergaard
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- Cross cultural management

... Ayala Malach-Pines Ben-Gurion University, Israel ... Until recently, relatively little research has been conducted on gender in family business in general and on women's participation in family-owned businesses in particular... more

- by Miri Lerner
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- Business and Management, Cross cultural management, Cross

This study aims to explore communication strategies for relationship building across cultures from a linguistic as well as a culture-specific perspective. Specifically, it sees business relationships as part of social capital and compares communication strategies used to build relationships in sales firms. The research method is based on a discourse analysis of interviews with business managers, which also incorporates their success stories. In the analysis, relationship building is divided into two stages: the initiating stage and the maintaining stage. It has been found that more interpersonal strategies have been employed by Chinese and Indian business managers when initiating a business relationship. In contrast, the New Zealand and South African managers tend to use more impersonal communication strategies to promote public relations. Similar interpersonal communication strategies are employed in all the target cultures for maintaining relationships. However, a stronger orienta...

- by Elizabeth Ravlin
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- Cultural Competence, Cross cultural management
- by Serhat Irez
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- Environmental Science, Science Education, Leadership, Biology
- by Allan Bird
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- Business and Management, Cross cultural management
- by Zeynep Aycan
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- Cross cultural management

The construct of cultural intelligence, recently introduced to the management literature, has enormous potential in helping to explain effectiveness in cross cultural interactions. However, at present, no generally accepted definition or operationalization of this nascent construct exists. In this article, we develop a conceptualization of cultural intelligence that addresses a number of important limitations of previous definitions. We present a concise definition of cultural intelligence as a system of interacting abilities, ...

- by Elizabeth Ravlin and +2
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- Cross cultural management
- by Karsten Jonsen
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- Business, Management, Sociology, Diversity

In the context of balancing the dynamic tensions of duality and competing forces of convergence and divergence in global business management, this article examines various important company headquarters ‘upstream’ and local country unit ‘downstream’ processes and activities that must work in sync to build global synergies and effectively implement company strategy. Upstream processes and activities of global performance management considered here include strategic performance management integration and coordination, workforce internal alignment, knowledge management, and organizational learning. Downstream considerations include responsiveness to local conditions, sensitivity to cross cultural differences, establishment of the performance management relationship, and comprehensive training efforts.

- by Wencang Zhou
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- Cross cultural management, Empirical Study
- by Carvell N McLeary and +1
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- Cross cultural management
- by Chandan Maheshkar
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- Management, Human Resource Management, Cross-Cultural Studies, Human Resources
- by Andre Pekerti
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- Cross cultural management, Cross
- by Wendy Smith
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- New Religious Movements, International Business, Social Protection, International HRM

W dobie szybkiego rozwoju, zarówno w kontekście gospodarczym, jak i globalizacyjnym,
coraz większa liczba firm dąży do tego, by rozszerzyć swoją działalność na
rynki zagraniczne. Zrozumiałą konsekwencją tego rozwoju są implikacje w obszarze
zarządzania międzykulturowego.
Ludzkość dąży do międzykulturowej konwergencji w wyniku szybkiego rozwoju
ponadnarodowych korporacji, systematycznego wzrostu globalnej konkurencji,
powszechnego dostępu do produktów kultury masowej oraz eksplozji nowych mediów.
Różnice jednakże nie zanikają a współczesny świat pełen jest międzykulturowych
napięć, konfliktów i starć. Rosnące nierówności i niezgodności na tle religijnym,
etnicznym i społecznym pchają ludzkość w stronę dywergencji. W jej obliczu efektywne
zarządzanie jest niezbędne do osiągnięcia sukcesu w świecie współczesnych
organizacji. W związku z rosnącą globalizacją biznesu i wynikającym z tego coraz
większym zróżnicowaniem zasobów ludzkich, wysoka świadomość problemu oraz
wysoki poziom kompetencji w zarządzaniu międzykulturowym są niezbędne zarówno
dla młodych, jak i doświadczonych menedżerów.
Wiele z funkcjonujących nadal modeli i zasad zarządzania jawi się jako nieskuteczne
i przestarzałe, głównie z powodu postępującego kulturowego zróżnicowania.
W niniejszym tomie stawiamy sobie za cel ponowne przemyślenie, w jaki sposób
efektywnie organizację zaprojektować i jak nią zarządzać.
Życzę Państwu udanej lektury
Michał Chmielecki
Redaktor

- by Brendan McSweeney
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- Sociology, Cultural Studies, Psychology, International Business
- by Yongsun Paik
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- Business and Management, Cross cultural management, Cross
- by C. Brewster
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- Marketing, Sociology, Human Resource Management, International HRM
- by Carol Tan
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- Business Administration, Social Sciences, Indigenous Knowledge, Business and Management
- by Eric Davoine
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- Business and Management, Cross cultural management

In this article several aspects of human resource management (HRM) in Chile will be examined. Initially Chile will be analysed in the context of Latin American culture and history, as it shares a number of common features with the rest of the countries of the region. Secondly, the arrival of HRM to Chile is explored, as well as how it is affected by the particular characteristics of the country. Thirdly, HRM research literature in the specific context of Chile is reviewed and analysed. Finally, some consequences are discussed, and it is concluded that Chile shares a unique history, culture, social particularities and problems with the other countries of the region, affecting the way in which HRM is deployed in organisations. It is also concluded that more research in this context is urgently needed.

International strategic alliances have grown increasingly popular in recent decades, yet their failure rate is extremely high. Poor management of adverse situations contributes significantly to such high failure rates. Moreover, the international environments in which international strategic alliances operate exacerbate the adverse situations and make their management more critical. However, extant research does not specify how managers from different national cultures respond to these adverse situations to reduce the likelihood of alliance failure. This study investigates cross-country differences in preferences for specific response strategies in international strategic alliances. Using a scenario-based experiment with 1,379 respondents in five countries—Japan, the Netherlands, Switzerland, Turkey, and the United Kingdom—the authors assess whether preferences for seven response strategies—exit, opportunism, aggressive voice, creative voice, considerate voice, patience, and neglect—vary across countries. The results indicate that national culture, both directly and interactively through exchange variables that characterize the adversity of the situation, influences response strategy preference. This study advances literature on strategic international alliances by explaining that when faced with the same adverse situation, respondents from different countries likely prefer different response strategies, depending on which response strategies they believe are most adequate in their cultural environment.

- by Brian Tjemkes and +1
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- Strategic Management, Strategic Alliances, Masculinity, International Strategic Alliance
- by Richmond Chow
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- Sociology, Cultural Studies, Psychology, International Business

Increased globalisation within the British AEC sector has augmented the need for transferring UK nationals to manage overseas operations. To be able to perform abroad, expatriates have to harmonise themselves with the conditions prevailing in the host country which includes getting accustomed to living, working and interacting with the host country nationals. This process is commonly referred to as 'crosscultural adjustment'. To identify key factors influencing adjustment, a qualitative study was undertaken which mainly ...

The article proposes an overview of different approaches focused on achieving a balance between preservation of heritage resources and promotion of tourist activities in historic cities. A selection of international agreements, either heritage-related or tourism-related, has been made. Furthermore, a review of the current international literature on the topic has been developed, focusing both on theoretical approaches and on specific proposals. Considering social and cultural aspirations of the local community are crucial aspects to develop a more balanced distribution of the costs and benefits of tourism in historic cities. Efforts should be made to create facilities focusing on residents needs rather than on spectacular effects. Moreover, a mix of uses and the maintenance of local businesses should be encouraged. The commitment to a more sustainable model can be helpful to target potential visitors aware of social and environmental issues, many of which are specially attracted to ...

This article reports on three studies that used a combination of methods to develop a measure of transformational leadership in India. The grounded theory approach was followed for generating the initial item-pool (n = 250). In the second study (n = 379), an exploratory factor analysis was conducted, followed by a confirmatory factor analysis, which resulted in a six-factor model.

The article offers a critique of the concept of cultural intelligence (CQ) from a semiotic perspective. It addresses three assumptions that underpin the CQ concept: that CQ exists, that conflict and misunderstandings are antithetical to CQ and that metacognition involves a cultural dimension. The analysis focuses in particular on the dimension of cultural metacognition which has recently been claimed to be the CQ concept’s main contribution compared to earlier concepts such as cross-cultural or intercultural competence, a claim which is found to be overstated. The article uses the example of CQ training to illustrate the need for greater attention to context and motivation when CQ is deployed for business purposes, as well as to the role of experience in cultural learning processes. At a broader level, the article urges caution in assuming that all human attributes can be trained for business purposes, especially through short-term interventions.

- by Liv Egholm Feldt
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- Sociology, International Business, Metacognition, Cultural Intelligence
- by Bo Nielsen
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- Human Capital, Business and Management, Cross cultural management, Top Management Team
- by Fabrizio Gerli
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- Marketing, Family Business, Emotional intelligence, Small Business