Cross-cultural Management Research Articles

Research on the Differences of Business Culture Among Southeast Asian, South Asian and Chinese Enterprises

With the continuous development of global economic integration, the business connection between Southeast Asia, South Asia and China is increasingly close. However, there are some differences in the business culture of these regions, which are crucial for the successful conduct of business activities. The purpose of this paper is to study the differences between the business cultures of Southeast Asian, South Asian and Chinese enterprises, explore the impact of these differences on business cooperation, and put forward some suggestions for cross-cultural management.

Global Perspectives in Management: Advancements in Cross-Cultural Management Research

Global Perspectives in Management: Advancements in Cross-Cultural Management Research

Strategic adaptability, cross cultural management and organizational learning: Basis for developing organizational adaptability framework

Strategic adaptability, cross cultural management and organizational learning: Basis for developing organizational adaptability framework

Beyond a ‘paradigm cold war’, or: How to explore the new in cross-cultural management research

Beyond a ‘paradigm cold war’, or: How to explore the new in cross-cultural management research

Construction of Human Resource Manager Competency Model Based on Data Mining Technology in Cross-Cultural Background

In the era of knowledge economy, enterprises are facing unprecedented competition and challenges. The process of globalization has accelerated the communication and integration between different cultures, making cross-cultural management an indispensable ability for enterprises. Especially in the field of human resource management, it is of great significance to build a competency model based on data mining technology to improve the cross-cultural communication ability, teamwork ability, and innovation ability of enterprise managers. The application of competency theory in the field of human resource management has the potential to completely revolutionize traditional management practices, enabling better adaptation to the continuous changes in the management environment. It plays a significant role in promoting the reform of the human resource management system. The aim of this paper is to build a competency model of human resource managers based on data mining technology and verify its effectiveness in cross-cultural background. It is assumed that the model can accurately evaluate the ability level of human resource managers and provide reference for enterprises to select and train outstanding talents. The experimental results demonstrate that the model achieves an accuracy of approximately 89%, a 93.3% improvement in efficiency, and a salary range exceeding 90%. The model is deemed reasonable, feasible, and highly precise in terms of competency assessment.

Paradigmatic reflections in cross-cultural management to make sense of a VUCA world

PurposeThis paper aims to investigate the concept of VUCA (volatility, uncertainty, complexity and ambiguity) in the field of cross-cultural management.Design/methodology/approachThe related literature has been analysed from various paradigmatic lenses.FindingsAs the VUCA world concept originates from business circles, several key articles were published in non-academic journals. Two distinct groups of publications can be identified: consulting literature and academic literature on the VUCA world. While both consulting literature and academic literature about the VUCA world can be associated with functionalism, alternative research paradigms can easily accommodate new studies in connection with the VUCA world: interpretive, critical and postmodern works would fit the features of the VUCA world, along with multi-paradigm studies.Research limitations/implicationsIt is advisable to investigate emergent contemporary issues, often labelled VUCA, according to multiple paradigms and to conduct multi-paradigmatic research.Originality/valueWhile consulting literature on the VUCA world implicitly assumes functionalist paradigms, academic literature might provide alternative assumptions. Interpretative, critical and postmodern paradigms more accurately address the issues raised by VUCA.

High-Speed Railway Project of a Chinese State-Owned Enterprise in Indonesia: A Cross-Cultural Management Assessment

This study examined cross-cultural management in a diverse organization. Employees (varying in age, sex, background, etc.) disagreed on the company's cultural competence, particularly in communication, trust, and leadership. Further analysis revealed discrepancies in communication styles, values, business practices, and navigating regulations. Interestingly, age seemed to influence how employees viewed these issues. While cultural intelligence, communication, and open-mindedness on their own didn't necessarily improve specific areas, a more positive and collaborative work environment with increased trust did bridge cultural divides. Based on these findings, the study proposes a comprehensive Cross-Cultural Management Plan including diversity training, improved communication initiatives, leadership development focused on inclusivity, and activities fostering a positive workplace culture. This plan aims to address the identified challenges and create a more inclusive and successful organization.

The moderating effect of Social Support on the Relationship between Cultural Intelligence and Cross-Cultural Adjustment of Chinese Expatriates in Ghana

Literature shows that not all individuals are equally suited to embark on a new life in another country, and self-initiated expatriates (SIEs) could be particularly susceptible to failure since they have no support from a home organization. The study sought to examine the moderation role of Social Support in relation to Cultural intelligence (CQ) Cross-Cultural Adjustment of Chinese Self-initiated Expatriates (SIEs) in Ghana. A sample of 400 respondents was selected for the study. Questionnaires were used to collect data via an online survey. Data was analyzed using PLS-SEM for the analysis, PLS algorithms and Bootstrapping tests were performed. Findings suggested that social support acquired by Chinese SIEs from host country citizens had no moderating influence on the relationship between their CQ and their capacity to adapt cross culturally to Ghanaian cultural situations. The study's findings will help SIEs, human resource practitioners, and cross-cultural managers who work with SIEs to understand the requirements for effective cross-cultural management towards reducing expats failure.

The Dynamics of Corporate Social Responsibility (CSR) in Shareholder Activism and Cross-Cultural Management

The Dynamics of Corporate Social Responsibility (CSR) in Shareholder Activism and Cross-Cultural Management

Examining The Necessity and Significance of Implementing Cross-Cultural Management Practice in Yixin Energy Technology Co. In Shanghai, China

Cross cultural management mainly focuses on the behaviour of people from different culture working together as a group or an organization. Most of cross-cultural management study aims at dealing with the issue of organizational behaviour, such as leadership style, motivational approaches, strategy, organizational structure. As to the cultural concept, culture is a complex issue in some fields such as sociology, anthropology and now become a hot topic in management. The aim of this paper is to examine the necessity and significance of implementing cross-cultural management practice in Yixin Energy Technology Co. in Shanghai, China. A questionnaire is used in this study. This study randomly distributed questionnaires in the form of survey and collected 158 results as samples. SPSS was used for data analysis of the data obtained. The information gathered from the survey questionnaire underwent a number of in-depth investigations before being interpreted. Descriptive tests, ANOVA, and multi-regression test. Multiple regression indicates that there is a strong relationship between the independent factors and the dependent variables. The analysis's findings indicate that the three independent factors examined in this study may account for around 38.1% of the variance in multinational companies' cross-cultural management. Based on the findings, the social culture impacted the cross cultural management at 23.3%, the government policy impacted the cross cultural management at 35.0%, the management style impacted the cross cultural management at 21.8% and the cross cultural management at 28.7%. This study's findings provided concrete statistical support for the argument that cross-cultural practise is necessary, and Yixin Energy Technology Co. in Shanghai, China, has acknowledged the need of this cross-cultural practise. It is advised that businesses create a series of cross-cultural training programmes that concentrate on different levels of expatriates.

The Impact of Cross-Cultural Management on Global Collaboration and Performance

The Impact of Cross-Cultural Management on Global Collaboration and Performance

Cross-cultural Management of Foreign Teachers in International Schools

Economic globalization has accelerated the exchange and integration of cultures among countries worldwide, intensifying the process of educational internationalization. In the new era of educational reform and openness, with the increasing number of international schools, more foreign teachers specializing in various languages and disciplines come to China to work in the international schools. The cross-cultural management issues of foreign teachers have gradually become prominent. This article explores strategies for managing foreign teachers, focusing on recruitment, compensation, training, and performance evaluation, to help international schools better address the challenges of cross-cultural management of foreign teachers in China.

Examining the Necessity and Significance of Implementing Cross-Cultural Management Practice in Shanghai, China

The core focus of cross-cultural management lies in examining how individuals from diverse cultural backgrounds collaborate within organizational settings. The primary aim of research in cross-cultural management is to tackle various issues concerning organizational behavior, such as leadership approaches, methods of motivation, organizational frameworks, and the intricate dynamics of culture, drawing insights from fields like sociology and anthropology. This particular study endeavors to evaluate the significance of integrating cross-cultural management methodologies within Yixin Energy Technology Co. situated in Shanghai, China. Employing a quantitative methodology, 158 responses were garnered through the random distribution of questionnaires. Statistical analysis was conducted utilizing SPSS, encompassing descriptive analyses, variance assessments, and multiregression examinations to decipher the collected data. The findings indicate that the three principal factors investigated in this study collectively account for roughly 38.1% of the variance observed in cross-cultural management within multinational corporations. Specifically, social culture influences cross-cultural management by 23.3%, governmental policies by 35.0%, management approaches by 21.8%, and overall cross-cultural management by 28.7%. These results furnish statistical validation endorsing the imperative nature of cross-cultural practices, a recognition embraced by Yixin Energy Technology Co. in Shanghai, China. It is advised that businesses formulate diverse cross-cultural training programs tailored to the distinct needs of expatriates at various levels to effectively enhance their cross-cultural competencies.

Intersectionality as a conceptual lens for advancing diversity, equity and inclusion in international business studies: newer developments from critical cross-cultural management studies and their insights for the business case

Purpose Using intersectionality and introducing newer developments from critical cross-cultural management studies, this paper aims to discuss how diversity is applicable to changing cultural contexts. Design/methodology/approach The paper is a conceptual paper built upon relevant empirical research findings from critical cross-cultural management studies. Findings By applying intersectionality as a conceptual lens, this paper underscores the practical and conceptual limitations of the business case for diversity, in particular in a culturally diverse international business (IB) setting. Introducing newer developments from critical cross-cultural management studies, the authors identify the need to investigate and manage diversity across distinct categories, and as intersecting with culture, context and power. Research limitations/implications This paper builds on previous empirical research in critical cross-cultural management studies using intersectionality as a conceptual lens and draws implications for diversity management in an IB setting from there. The authors add to the critique of the business case by showing its failures of identifying and, consequently, managing diversity, equality/equity and inclusion (DEI) in IB settings. Practical implications Organizations (e.g. MNEs) are enabled to clearly see the limitations of the business case and provided with a conceptual lens for addressing DEI issues in a more contextualized and intersectional manner. Originality/value This paper introduces intersectionality, as discussed and applied in critical cross-cultural management studies, as a conceptual lens for outlining the limitations of the business case for diversity and for promoting DEI in an IB setting in more complicated, realistic and relevant ways.

From Dual Commitment to Job Performance: Do Not Turn a Blind Eye to CO-OCB And Job Complexity

By utilizing social change theory and consistency theory, the commitment of employees to both the parent firm and local operations can effectively boost change-oriented organizational citizenship behavior (CO-OCB) and work outcomes. The study aims to examine the relationship between dual commitment and job performance via CO-OCB, and tests the moderated mediating effect of job complexity. Data was acquired by a questionnaire survey from a total of 304 employees and 22 supervisors employed in beauty enterprises in Taiwan during two different time periods. The results showed that dual commitment affects job performance through CO-OCB. Meanwhile, job complexity moderates the mediating effect of CO-OCB on the relationship between employees’ organizational commitment to local operation and job performance. The contribution to the theory and practice of this research is that dual commitment and CO-OCB can indeed bring great improvement to work efficiency and outcomes for employees in order to maintain customer satisfaction when the parent company has promotional programs to execute. Dual commitment being divided to discuss in this study effectively breaks away from current studies on only single organization and the results provide better advice for the beauty industry to focus on dual commitment, CO-OCB, and job complexity for improving work efficiency and performance. Given the intense competition, it is imperative to incorporate cross-cultural management and longitudinal investigations in future endeavors to conduct more thorough examinations.

Angry leaders and coworkers: Cross-cultural evaluation of anger expression through high-status and equal-status roles

Anger expressed in organizations conveys potent social information that influences social perceptions and determines subsequent relationships among employees. The present research examined how cultural contexts and hierarchical structure of a given relationship interact to shape perceptions of anger expression. Conducting a survey on subsidiary employees of a multinational high-tech company, Study 1 showed that employees from the Confucian Asian culture (specifically Korea) evaluate anger expressed by high-status counterparts (i.e., managers) more positively in terms of appropriateness and effectiveness compared to those from the Anglo culture (specifically the United States). Study 2, which was based on different samples from the same company, showed that employees from another Confucian Asian country (Japan), compared to those from the Anglo culture (the United States), provide more positive evaluations of the anger expressed by high-status counterparts. In contrast, Study 2 further showed that this cultural difference is reversed when anger is expressed by equal-status counterparts (coworkers). Finally, Study 3 replicated the findings of Study 2 using online-recruited samples and further demonstrated that Confucian Asian sample (Koreans) is more likely to decide to hire a job applicant who expressed anger as a leader than Anglo sample (Americans) is. In contrast, this pattern is reversed when considering a job applicant who expressed anger as a coworker. Theoretical and practical implications for social emotions and cross-cultural management are discussed.

Exploring the Keys to Successful Cross-cultural Partnerships: Uncovering the Essential Components that Enhance or Hinder Fruitful Joint Ventures and Collaborations Between Entrepreneurs from the Uk and India

In the past few years, there has been a big rise in the number of relationships and agreements between businesses in India and the UK. But the results of these cross-cultural projects are very different. Some are huge successes, while others have a hard time. The purpose of this study paper is to find the cultural factors that affect the behaviour and productivity of business ties between the UK and India in a good or bad way. The first part of the paper sheds light on well-known cultural aspects theories, like Hofstede's model, to look at and compare the core values of Indian and UK cultures. It is made clear how the two countries' cultural values are very different. A qualitative exploratory research methodology was employed. Secondary research was conducted analysing scholarly literature on cross-cultural management, cultural dimensions theories, and case studies of real-life UK-India partnerships. What should be done is suggested based on the results. To have long-lasting partnerships with people from other countries, they need to learn about each other's cultures by getting to know each other, being open and flexible, and always learning. The study's result is that companies can do well in different countries by overcoming the challenges that come with their differences and working to be culturally competent.

COMPARATIVE ANALYSIS OF CORPORATE CULTURE IN EU COUNTRIES

Corporate culture plays a pivotal role in shaping organizational behavior, decision-making processes, and overall success. This comparative analysis delves into the corporate cultures of several European Union (EU) countries, exploring their unique characteristics, similarities, and differences. Through an extensive literature review, this study examines existing research on corporate culture, its definitions, dimensions, and its significance in organizational performance. The purpose of this analysis is to provide insights into how corporate cultures vary across EU countries and to identify potential implications for multinational corporations operating within these diverse cultural contexts. The study outlines specific tasks including identifying key cultural dimensions, analyzing cultural practices, and evaluating their impact on organizational outcomes. Employing a comparative framework, the analysis scrutinizes corporate cultures in countries such as Germany, France, the United Kingdom, Sweden, and the Netherlands. Through this comparative lens, conclusions are drawn regarding the influence of national culture on corporate practices, the role of leadership in shaping organizational culture, and the importance of cultural sensitivity in international business operations. This study contributes to a deeper understanding of the complexities of corporate culture within the EU, offering valuable insights for organizations seeking to navigate the challenges of cross-cultural management.

Testing the Relationship of Career Enhancing Behaviors to Perceived Utility of Ethical and Cross-Cultural Competencies Across Two Independent Samples of MBA Alumni

Sensitivity to cross-cultural management and ethics management have both been classified as important relationship-building competencies, with prior work also recognizing the need for MBA instructors to not only teach both competencies but to act as role models to their students. The two-fold purpose of this paper was to first develop a short, reliable Perceived Utility of Ethical and Cross-Cultural Competencies (PUECCC) scale by combining items measuring both competencies learned or practiced in a client-focused, team-based MBA capstone course. The second purpose was to test the relationship of a career enhancing behavioral measure to PUECCC. Three binary behaviors, i.e., job interview, professional network expansion, and career change composed the career enhancing behavioral measure. Using two separate samples of MBA capstone course alumni, support was found for a reliable two-item PUECCC scale and a significant positive relationship of the career enhancing behavioral measure to PUECCC. Years of professional experience for both samples was also positively related to PUECCC. Ethical management and cross-cultural effectiveness are both important competencies to build into a curriculum to help MBA students develop to succeed at work.

USING INTERCULTURAL COMMUNICATIVE COMPETENCE DIMENSIONS IN MANAGING MULTICULTURAL TEAM PERFORMANCE

This article provides the relevance and effectiveness of intercultural communication competence for managing multicultural teams within Kazakhstan-based international companies. This research seeks to assess project managers and team members’ knowledge, attitudes and skills related to intercultural communication competence. Byram’s model of intercultural communication competence will be utilized with its emphasis on cultural knowledge and attitudes. This study’s significance lies in its focus on cross-cultural management and communication in diverse work environments, using quantitative survey research methodologies conducted among project managers and team members in Kazakhstan international companies. The purpose is to investigate whether project managers and team members from multinational companies in Kazakhstan, operating in diverse cultural settings, possess the ability to identify elements of cross-cultural communicative competence while overseeing their teams and supervising the performance of their subordinates. Data analysis offers insights into intercultural communication competence knowledge, attitudes and skills within their specific context. These findings contribute to existing knowledge on intercultural communication competence and its application in managing multicultural teams, emphasizing the significance of cultural knowledge, positive attitudes toward diversity and effective communication skills for achieving successful project results. Furthermore, the results can provide practical implications for project managers and organizations looking to enhance their intercultural communication competence.