Cross-cultural Management Research Articles

Hofstede’s National Cultural Dimensions in the Managerial Context (Case study)

Efficient management is crucial for organizational development, considering the diverse national cultures worldwide. Solid empirical and theoretical knowledge exists globally to study cultural dimensions’ role in this context. However, findings cannot be generalized to every culture, including Georgia, without local research on values and characteristics. This study aimed to identify Georgian society’s cultural dimensions, influenced by both Western and Eastern elements due to its unique geographical position and context. Understanding these dimensions is essential for effective human resource management and cross-cultural cooperation in organizations, facilitating successful business activities. The literature review highlights how national culture impacts management practices, citing studies by various scholars. The research employed Hofstede’s cultural dimensions framework, updated with insights from five major Georgian cities, using quantitative methods to ensure representative findings. Comparing the dimensional scores of cultural orientations of Polish culture studied similarities and differences, driven by shared history and regional proximity. The study’s innovative approach addresses gaps in empirical cross-cultural management research in Georgia, offering recommendations for leadership and HR management in local organizations. Hypotheses were formulated and tested using self-administered surveys and SPSS software, confirming Georgia’s individualistic tendencies and moderate long-term orientation. Differences between educational levels and national comparisons with Poland were also explored, revealing insights into cultural orientations. Limitations consider studying only two dimensions and five cities in the country.

Cross-Cultural Differences and Their Impact on Organizational Culture in International Companies Operating in Malaysia: A Delphi Study

This research investigates the impact of cross-cultural differences on organizational culture in international companies operating in Malaysia, where diverse cultural backgrounds create unique challenges and opportunities for integration. This study identifies the factors influencing cross-cultural differences and ranks these factors according to their significance within the organizational culture. A two-round Delphi method was employed to collect insights from a panel of 30 experts from international companies in Malaysia. Purposive sampling ensured diverse managerial and non-managerial perspectives. In the first round, an open-ended questionnaire identified key dimensions of cross-cultural impact, and in the second round, experts ranked these dimensions. The data was analyzed to establish consensus and verified through Kendall's coefficient of Concordance. The study identified seven critical cross-cultural dimensions impacting organizational culture: communication style, leadership and management style, work-life balance, cultural customs and traditions, employee relationships and interactions, cultural adaptation and training, and technology and communication. Communication style and leadership approach were ranked as the most influential factors, highlighting the importance of effective communication and adaptable leadership in diverse cultural settings. This study offers a structured approach to addressing cross-cultural differences in international organizations, with specific focus on Malaysia's multicultural business environment. The study provides actionable insights for managers to improve integration and align organizational practices with cultural sensitivities by ranking these factors. This research contributes to the limited literature on cross-cultural management in Malaysia and offers a framework that can be adapted for diverse, multicultural settings.

CROSS CULTURAL MANAGEMENT IN CORPORATE HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL GROWTH IN LAGOS

The increasing globalization of businesses has led to the emergence of a diverse workforce, which requires effective cross-cultural management strategies to ensure organizational growth. This study evaluated the relationship between cross-cultural management on global human resources management and organizational growth in Lagos, Nigeria. A survey research design was used to collect data from 250 respondents on cross-cultural management practice and organisational growth. The findings indicated that there is a strong positive relationship between cross-cultural management and organizational growth. The study recommended that organisations in Lagos should incorporate cultural training programmes for their employees to improve their intercultural competence. Cultural training programmes can help employees to understand and appreciate different cultural backgrounds, leading to better communication and collaboration in the workplace. Keywords: Cross-cultural, Culture, Global, Human resources, Management, Organisation.

Challenges Faced by Corporate Management Accounting

With the rapid advancement of globalization and technological innovation, the field of corporate management accounting is facing unprecedented challenges. This paper delves into the primary difficulties encountered by management accounting in the current environment, including the impacts of technological advancements, the complexities of globalization, and increasingly stringent regulatory requirements. Through a detailed literature review and typical case studies, this research comprehensively analyzes the specific effects of these challenges on corporate operations and proposes practical solutions. These strategies include adopting advanced data analysis and automation tools to enhance the accuracy and timeliness of accounting information; strengthening the cultivation of cross-cultural management capabilities to ensure effective communication and decision-making in diverse cultural contexts; and establishing robust regulatory compliance monitoring systems to maintain compliance in a complex regulatory environment. This paper aims to provide theoretical and strategic references for corporate management accounting practices, helping businesses optimize their management accounting operations, improve decision-making quality and operational efficiency, and achieve sustainable development and competitive advantage.

The Influence of Cultural Diversity on Team Performance in Multinational Corporations

The primary objective of this research is to examine and analyze the impact of cultural diversity on the overall effectiveness and productivity of teams operating inside international organizations. The primary objective of this research is to bridge the existing knowledge deficit in the domain of cross-cultural management and organizational behavior. This is achieved by conducting an investigation into the intricate association between cultural diversity and team performance inside MNCs. In the context of this study, a mixed-methods approach is considered the most suitable methodology. This methodology enables a thorough examination of the correlation between cultural diversity and team performance, encompassing the utilization of both quantitative and qualitative data. The results emphasize the importance for MNCs to implement comprehensive strategies that take into account the specificities of leadership, organizational culture, and team dynamics in order to effectively use the benefits of cultural diversity. By engaging in such practices, firms can effectively tackle the complexities associated with cultural diversity and bolster their global competitive advantage. Through the implementation of these strategies, MNCs have the opportunity to effectively utilize the advantages presented by cultural diversity, hence enhancing their competitive advantage within the global market.

Narratives on the curricularization of cross cultural management and contributions to the internationalization of higher education

IntroductionThe objective of the research was to argue about the urgency of the Curricularization of Cross-Cultural Management, to provide better preparation for students in the face of social, economic and political dynamics.MethodsThe research takes a qualitative approach and uses a revisional methodology, considering articles published on the Web of Science and Scopus, with a search conducted in July 2024, with the descriptor “Cross-Cultural Management” considering the period from 2012 to 2024.ResultsThe narrative literature review was used, while the reading and choice of texts for the research corpus considered attention to the CCM approach, contributing to the construction of the argument about the curricularization of cross-cultural management.DiscussionIt is concluded that research and teaching on contemporary cross cultural management need to reflect on the varied worldviews and different paradigms, with attention to (i) digital transformation and virtual education; (ii) learning, connectivism, and formative experience; (iii) knowledge management and communities of practice; and (iv) conflict management.

Have German leaders become ‘sentimental’? A qualitative study of novel leadership practices and expectations since COVID

This qualitative study investigates the leadership implications of COVID-induced work-from-home in the German context. We find that sentiment has become part of post-pandemic leadership expectations and identify the ‘coaching leader’, on lower leadership levels, and in relation to one’s peers, as a new style. The increased relevance of empathy, sentiment and development is in contrast to the leadership expectations which project GLOBE has established for Germany. Furthermore, we see that leadership in times of crisis becomes more malleable, providing individuals with the possibility of moving beyond existing norms, such as culture-specific value orientations, standards and leadership styles. The contribution of our study lies firstly in identifying the ‘coaching leader’ as a new style. Secondly, we show that leaders’ creative performances might be more relevant to New Work than the culture-specific styles which comparative cross-cultural management is based upon. Consequently, cross-cultural management research on leadership, as well as leadership development in practice, needs to become more individualized and contextualized. We also find that interviewees continue to make sense of leadership using the established culturally-contingent templates identified by project GLOBE, even though their actual leadership practices have changed. This gap between subjective leadership perception and objective leadership practice needs to be taken into account by cross-cultural management theory and practice. In summary, we propose that cross-cultural management research on leadership should (1) integrate qualitative, in-depth, and quantitative, comparative approaches for mutual enrichment, (2) differentiate leadership contexts into stability and change (crisis), and (3) consider both subjective and objective leadership realities.

The odyssey of Turkish school leaders in Africa: An expedition into professional identity, challenges, and cultural adaptations

This phenomenological study explores the experiences of Turkish school leaders in international schools across 20 African countries, offering a novel perspective on educational leadership beyond the Anglo-Saxon context. In-depth interviews were conducted with 20 leaders selected through maximum variation sampling. The analysis revealed four themes: (i) factors that lead to working abroad, (ii) challenges of working abroad, (iii) perceived cultural similarities and differences, and (iv) reflections on international experiences. Findings illuminate a complex interplay of personal, altruistic, and professional factors driving these leaders’ decisions to work abroad. Participants reported navigating significant challenges at individual, professional, and environmental levels, necessitating the development of cultural intelligence, adaptive leadership styles, and crisis management skills. The study highlights a profound transformation in leaders’ professional identities from “outsiders” to “cultural mediators,” underscoring the critical role of culturally responsive leadership in diverse educational contexts. Results reveal how African sociocultural settings shape expatriate leaders’ mindsets, fostering more collaborative approaches and deeper cross-cultural appreciation. This highlights the evolution of leaders’ cultural understanding and effective communication skills, emphasizing the need for targeted support and professional development in cultural sensitivity and adaptive leadership. This research enhances the understanding of leadership complexities in multicultural settings, providing insights for global educational leadership and future research in cross-cultural management.

Cultural dynamics in business streamlining: A comprehensive investigation into the impact of cross-cultural management on the streamlining of outsourced business processes

Outsourcing has, over the years, become one best strategic tool for increasing efficiency and competitiveness in the international business environment. However, as it relates to the perspective of enhancing business achievement through cultural factors, cost reduction, and focus on firm-specific competencies, contextual factors still control the effectiveness of outsourced business processes. In this essay, cultural management is set as the cornerstone or the key to dealing with issues in cross-cultural communication, decision-making, and cooperation. Using data from industry sources, including Deloitte and SHRM, the paper establishes the consequences of cross-cultural disparities on project delivery and company profitability as the key areas of interest. These frameworks consist of Hofstede’s Cultural Dimensions, Trompenaars’ Model, and GLOBE Study which give essential knowledge on how management can enhance an organization’s cultural diversity. This paper shows that cultural management is becoming increasingly critical at a time when companies need to manage diverse teams and develop sustainable cooperation strategies. The focus of the analysis is on the prevention and utilization of cultural differences to enhance negative factors and operational results. Thus, filling the gaps in the existing literature, this study provides practical recommendations and theoretical frameworks that businesses may use to enhance the effectiveness of outsourced activities and develop long-term success across the increasingly interconnected global marketplace.

The Impact of Cross-Cultural Management on International Business Performance – A Case Study of Alibaba and Amazon

This essay examines the impact of cross-cultural management on international business performance, with a focus on Alibaba and Amazon. Through a comparative analysis of their management practices, the study explores how cultural dimensions influence leadership styles, communication methods, and decision-making processes in these global e-commerce giants. Cultural differences can be comprehended through theoretical frameworks, such as Hofstede’s cultural dimensions theory. The essay delves into Alibaba’s organizational practices and growth, highlighting its alignment with Chinese cultural values, and contrasts these with Amazon’s decentralized structure and customer-centric approach driven by Western business norms. The report shows how each company’s cross-cultural tactics contribute to its global success by analysing performance criteria like customer engagement, staff satisfaction, and operational efficiency. The findings reveal that Alibaba’s emphasis on collectivism and long-term relationships fosters strong local partnerships and employee loyalty, while Amazon’s adaptability and innovation are key to its international expansion. The essay concludes with recommendations for other multinational enterprises seeking to navigate the challenges of cross-cultural management effectively. These findings emphasize the importance of cultural knowledge and customized management techniques in improving a company’s performance in various markets.

Book reviews: Cross-cultural management. A contemporary approach

Book reviews: Cross-cultural management. A contemporary approach

The poverty of cross-cultural management studies and the cross-cultural study of poverty

The poverty of cross-cultural management studies and the cross-cultural study of poverty

A phenomenon-based approach to handling multiple paradigms: Investigating power in international knowledge transfer through active categorization

In this article, we propose a phenomenon-based approach as a suitable way of handling multiple paradigms in practice. We implement the phenomenon-based approach by means of active categorization to be differentiated into three steps – differentiation, integration, and patterning – and apply this approach to international knowledge transfer (IKT) in multinational enterprises (MNE). Via differentiation, we classify the IKT literature into six theoretical perspectives. Via integration, we identify power as the common element underlying knowledge transfer in MNEs. This leads us to conceptualize power as an influence on IKT through the paradigms and power assumptions of the Burrell-Morgan matrix and the characteristics of power proposed by Clegg. Via patterning, we draw implications for phenomenon-based multi-paradigm research, such as the dominance of regulative and functionalist power-assumptions over interpretive and critical ones and structural power lenses over rules of practice. We deduce recommendations and propose research questions for multi-paradigm research. With our conceptual frame, we enable researchers and practitioners to conceptualize power in more sophisticated ways. We contribute to multi-paradigm studies in Cross Cultural Management by exemplifying the benefits and implications of a phenomenon-based approach as a way to handle multiple paradigms in practice and propose further fields of application.

The Development of Cultural Intelligence (CQ) in Situated Learning

The development of cultural intelligence is considered a crucial attribute for global leaders as it allows them to go through and work effectively in diverse cultural environments. Previous studies have shown that this intelligence, which can be measured through the Cultural Quotient (CQ) concept, is primarily developed through the experiences of individuals interacting with other cultures. However, there is a lack of research on how this occurs during an intercultural experience. This study aims to answer the following question: how situated learning contributes to the development of Cultural Intelligence (CQ) during international experiences? The research method was netnography. Using a mobile application, we followed 12 undergraduate management students during 6 months of their academic international exchanges in five different countries. We collected archival data, extracted data, and field note data. The main findings indicate that CQ primarily develops through everyday activities and interactions with locals and foreigners of various nationalities. Close relationships, friendships, trigger events, and the materiality of culture are critical factors in the development of CQ, particularly in the motivational and cognitive dimensions. In conclusion, the development of CQ is considered an essential factor for cross-cultural management success, as it provides the knowledge, skills, and abilities to effectively communicate, adapt and lead in a culturally diverse environment.

CROSS-CULTURAL CONFLICT ON ORGANIZATIONAL PERFORMANCE IN THE INTERNATIONAL MANAGEMENT OF CONSTRUCTION COMPANIES

This article focuses on the issue of cross-cultural management in the internationalization strategy of Chinese construction companies, especially in the Kazakhstan market. Through an exploratory approach, an in-depth case study of Pacific engineering & construction company limited (PECC), a Chinese construction company in Kazakhstan, this research provides rich insights into cross-cultural management in internationalization strategy. Based on data from 51 questionnaires, this article analyzes the impact of cross-cultural conflict on organizational performance in the internationalization management of construction companies. The results of the study show that the relationship between cross-cultural conflict and organizational performance is not a simple linear relationship, but an «inverted U-shaped» relationship. Both too high and too low cross-cultural conflict are detrimental to organizational performance, but appropriate cross-cultural conflict is conducive to organizational performance. This study contributes to the limited literature on internationalization of Chinese construction companies. At the same time, it provides a reference for the internationalization of other small and medium-sized enterprises in Kazakhstan. Key words: Cross-cultural conflict; Organizational performance; International management; Enterprise internationalization; Construction company.

Intercultural training as paradigm juxtaposition, and the need to differentiate critical cross-cultural management studies: The example of ‘managing Muslim minorities at work’

Cross-cultural management (CCM) studies is a multi-paradigmatic discipline which is commonly differentiated into functionalist (positivist), interpretive and critical, and intercultural training is its applied version in practice. Paradigms are ‘lenses’ from which to view reality. If paradigms are juxtaposed – considered in light of each other – apparent contractions across paradigms might be resolved and metatheoretical insights across multiple paradigms may be achieved. This article exemplifies paradigm juxtaposition based on a clearly specified empirical problem, namely: ‘how to manage Muslim minorities at work’. Based on the Burrell and Morgan taxonomy, paradigms may be differentiated based on two dimensions, namely objective and subjective, and regulative and radical change approaches. This article firstly shows how juxtaposing these four paradigmatic lenses enables a more holistic and sophisticated approach to the ‘problem’ for which the intercultural training is ordered and thus results in a better-fitting and more nuanced intercultural training practice. Secondly, this article establishes why the present academic practice of subsuming multiple approaches under the umbrella term “critical CCM” is insufficient for solving contemporary cross-cultural management problems. Consequently, critical CCM studies need to be re-differentiated into objectivist and subjectivist worldviews.

Societal Culture in Slavic Nations: Effects of Historical Events

Slavic-heritage countries have a rich and diverse culture shaped by a variety of historical and geopolitical events. Utilizing Hofstede´s Value Survey Module 2008, we study the cultural values of the Slavs, indicating the way businesspeople (employees) and businesses function in these societies. The results of our analyses of data from seven Slavic countries show that the volume and distribution of differences in cultural values is mostly inconsistent, however, several patterns emerged. The magnitude and structure of these differences indicate an influx of values originating from the global West, however, with variations across the tribes, nations and their culture areas. We contribute to the cross-cultural management and leadership literature with this pioneering, systematic comparison, and outline directions for future research to foster a clear(er) understanding thereof, hence, to develop valuable practical guidelines for (international) business professionals.

When you hop, what do you hope? Evolution of success parameters for expatriates across assignments

PurposeInternational assignments are not just opportunities for career advancement but also for personal growth and exploration. This paper, by capturing the changing expectations and success parameters across the assignments, is a timely and relevant resource for individuals navigating the complexities of international careers. In addition, the paper aims to help organizations build policies for enabling successful assignments for international assignees and managers.Design/methodology/approachOur research took a unique two-pronged approach to understanding the success parameters of international assignments. We first interviewed 16 managers to understand the success parameters they set for expatriates. Then, we interviewed 19 international assignees to explore their choices and how they defined success in their international experiences.FindingsOur comprehensive research, based on 35 interviews with international assignees and their supervisors, reveals that an assignment's success evolves with different stages of the assignment, over the assignments that the assignees choose, and varies according to the intent of the mobility.Originality/valueThis paper makes a significant contribution to the field of cross-cultural management and international assignments. By discussing the evolving definition of success across various international assignments, it not only provides valuable insights for expatriates in their international careers but also to managers to build aligned policies and practices.

Japanese Cross-Cultural Management in Indian Business-to-Business Marketing Situations: A Study of Evolving Intra-Asian Differences in Cultural Values

ABSTRACT Purpose Extensive research has been conducted on cross-cultural comparisons between Eastern and Western organizational cultures in major trading domains. However, there is a lack of examination of intra-comparative management nuances within Asian regions. This research paper focuses on the under-explored topic of the values, beliefs, and attitudes (VBAs) that influence the outcomes of East Asian (e.g. Japan) marketing strategies and operations when implemented in South Asian (e.g. India) markets and organizational contexts. The study aims to analyze the impact of VBAs on marketing effectiveness and provide insights for marketers in cross-cultural settings. The article analyzes the customer satisfaction orientation (CSO) of Japanese business executives and draws insights that offer lessons related to cultural VBAs for overall marketing strategy and foreign investors. Methodology/approach The paper employs a social constructivist paradigm and gathers empirical research through multiple interviews. These facilitate novel and normally rare access and insights into Japanese business leaders’ lived experience of CSO in B2B Indian intercultural situations. Findings Interpretivist data analysis reveals several push-pull factors that influence CSO practice. The research identifies shared values such as long-termism and harmony that have the potential to boost CSO as a marketing strategy in India. Research implications The paper develops a conceptualization of cultural VBAs that lead to successful CSO practice in India and is of relevance to foreign investors. Practical implications This study suggests that East Asian marketers should carefully consider the impact of VBAs on their marketing strategies. Our research sheds light on the ongoing discussion on static versus evolving nature of culture and highlights the need to pay attention to cultural change, particularly congruence and confluence in workplace values. Originality The intercultural study contributes to the literature on international marketing strategy by highlighting the nature and importance of understanding traditional and evolving cultural VBAs for appreciating receptivity to adoption and thereby efficacy of home country marketing strategy.

Negative sentiment – a rhetorical device to reconstruct relationships of power (between tribal-ancient and new populist leadership)

This article presents the role of negative sentiment as a tool for re-constructing power relationships in socio-cultural relations as intentionally used by political and religious leaders across cultures. Negative sentiment facilitated the symbolic disempowerment of enemies and was an important part of the anti-language for the creation of a new or alternative reality across cultures and times. Irony, contempt and disgust have played a special role, which despite cultural changes and qualitatively new rules of public life, have returned to the public space in the 21st century due to populist leaders, with the most notable example being the previous president of the USA and global business man, Donald Trump and his leadership. Cross-cultural management as a discipline has been criticised strongly as being blind to power relations. This paper is aiming at advancing the discourse of power relations by connecting it with theoretical reflections of emotions, anti-language discourses and new populist leadership. It provides examples of different eras and cultural contexts. Further, a major aim of this article is to demonstrate that although the toxic anti-language of populists – who have historically and psychologically rooted notions of disgust or contempt – enables them to achieve a powerful position as politicians, business men and leaders, this comes at the cost of a profound destruction of public life and is in fact a form of return to tribal forms of governance that are currently inadequate. The impact of populists can, however, be tempered by the same method, that is by anti-language but with respect and acceptance of difference at its centre.