Cross-cultural Management Research Articles

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.

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.

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’

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

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.

Agile Innovation or Perfect Product? Cross-Cultural Management Challenges and Opportunities of Japanese In-House Software Centers in India

Agile Innovation or Perfect Product? Cross-Cultural Management Challenges and Opportunities of Japanese In-House Software Centers in India

Cross-Cultural Management Practices in Multinational Corporations: Enhancing Organizational Effectiveness

Cross-cultural management in multinational corporations (MNCs) has become increasingly vital as organizations expand their operations globally. the significance of effective cross-cultural management practices in enhancing organizational effectiveness and achieving competitive advantage in diverse international markets. theoretical frameworks and empirical studies to identify key challenges and opportunities associated with cross-cultural management in MNCs. It investigates how successful organizations navigate cultural differences, leverage diversity, and promote inclusive leadership to foster innovation, collaboration, and cohesive organizational cultures across borders. Case studies and comparative analyses illustrate best practices and innovative approaches adopted by MNCs to address cross-cultural challenges. the importance of cultural intelligence, communication strategies, and adaptive leadership in managing diverse teams and aligning global strategies with local market dynamics.

Cross-cultural Management Research Based on the Analysis of Cultural Differences

Cross-cultural Management Research Based on the Analysis of Cultural Differences

Analysis of International Cooperation Management Strategies of Enterprises under the Background of the “Belt and Road”

With the deepening of the “Belt and Road” initiative, Chinese enterprises are facing unprecedented opportunities and challenges for international cooperation. This paper mainly analyzes the current situation, existing problems, and coping strategies of enterprise international cooperation management in the context of the “Belt and Road”. This article expounds on the importance of the “Belt and Road” initiative for international cooperation of enterprises and analyzes the key links of international cooperation management of enterprises from the aspects of internationalization strategy, cross-cultural management, risk prevention and control, and resource integration. Finally, combined with the case, this paper puts forward the management strategies and suggestions that enterprises should adopt in international cooperation, to provide a useful reference for Chinese enterprises in international cooperation in the construction of the “Belt and Road.”

CONTEMPORARY THEORIES OF LEADERSHIP: CROSS-CULTURAL ANALYSIS

The relationship between leadership and culture and the influence of culture on leadership have been relevant to scholars for the last 50 years. Culture itself is one of the determining factors that directly influence the leadership model that is most effective in a particular culture, because even understanding the model of effective leadership depends on the culture and its underlying values. Different national cultures understand the model of effective leadership in different ways, because they have different basic values and models of behavior that are the basis of a specific effective model of leadership. According to the dominant values of a national culture, people subconsciously imagine their leaders as behaving in accordance with these ideals of leadership and value their leaders accordingly. The study of leadership in a cultural context has undergone significant transformations along with the evolution of leadership theories and the development of cross-cultural management. The purpose of this study is to analyze contemporary theories of leadership in the cross-cultural context and determine the influence of culture on modern models of effective leadership. The cross-cultural analysis of contemporary leadership theories determined that almost all theories emphasize a significant influence of culture on modern models of effective leadership. Behavioral theory and contingency theory of leadership emphasize that cultural norms play a key role in a cross-cultural context. The autocratic leadership style has been found to have significant cultural limitations to its effective use, whereas transformational leadership can be used and be effective in any culture. In transactional leadership is based subordinates are not self-motivated because they need to be closely observed and controlled. Servant leadership will now gain even more acceptance in different cultures, but has already proven to be effective primarily in cultures based on individualism, democracy, and egalitarianism. Contemporary leadership theories such as relational leadership, complex leadership, ambidextrous leadership, and adaptive leadership also emphasize the need to consider the interaction between leaders and the environment as influenced by culture.

Multinational team leadership in the marine sector: A review of cross-cultural management practices

Multinational team leadership in the marine sector: A review of cross-cultural management practices

Research on the Path of Effective Management under New Vision

In today's rapidly evolving business landscape, traditional management approaches are facing new challenges and difficulties. Effective management has become a critical element for organizational success, yet achieving it within the new environment remains a complex issue. This paper explores the path to effective management under the emerging integrated perspective. Through a comprehensive literature review and empirical research, the study identifies several key strategies that can help organizations navigate the new realities, including building adaptive organizations, strengthening communication and collaboration, promoting innovation and change, developing leadership capabilities, and fostering learning-oriented cultures. Drawing on modern management theory, innovation management, organizational behavior, and leadership frameworks, the research constructs a holistic theoretical foundation. The analysis of case studies across diverse sectors, such as information technology, cross-cultural management, strategic management, and knowledge management, reveals both the advantages and limitations of these theories in practical application. The findings suggest that the path to effective management is multifaceted, requiring the strategic and integrated deployment of various management practices. By examining the management approaches of successful organizations, the study proposes actionable strategies to help enterprises enhance their performance and competitiveness in the new era. The insights from this research are expected to provide valuable reference and practical guidance for organization leaders, supporting their efforts to achieve greater development and progress in the face of emerging challenges.