Cross-cultural Transfer Research Articles

Taking the "cross" out of cross-cultural transfer of management practice

Multi-national enterprises often attempt to replicate successful management practices in "foreign" environments. However, such practices may be ethnocentric because they fit the assumptions, behaviors, expectations, and values of the home cultural environment. Unless the underlying assumptions are shared, transfer to a differing environment may fail. Even if the focus is shifted from cultural differences to implementation, implementation approaches may also be criticized as ethnocentric for the same reasons. In this article, a non-ethnocentric model is expanded and used to test the portability of one management practice, performance appraisal, from the USA to Brazil. This "Test of Portability" may help managers understand which management practices are portable, and, perhaps even more valuable, provide a rationale for adaptation or rejection.

CROSS-CULTURAL ASSUMPTIONS IN THE TRANSLATION OF ADVERTISING - HOW REALISTIC ARE THEY?

The translation of advertising as written text still demonstrates many of the problems of cross-cultural transfer which have formed the object of Translation Studies research in recent years. Source text induced target text production is very often the norm, with more of a documentary than instrumental view of the intended ST/TT relationship (Nord 1991). Marketing experts do not always fully exploit the expertise of the translator, although not to do so may (sometimes seriously) affect the success of an advertising campaign. This paper, on the one hand, seeks to highlight some of the problems observed in advertising texts in the language pair English-French and, on the other hand, to discuss the relevance of culture-specific factors of a message in the functionally-successful translation of advertising texts.

Cross cultural technology transfer of sustainable energy systems: A critical analysis

This paper investigates the difficulties that have been encountered when non indigenous renewable energy technologies have been transferred to rural areas of industrialising countries. Specifically, it focuses on the cultural and organisational aspects of these technologies. Another dimension analysed is that of the interactions between the various stakeholders in the technology transfer process. There has been a lack of attention to these interactions, specifically a neglect to consult with the end users of the systems by the project implementers. The importance of addressing this fundamental deficiency cannot be over emphasised in the need to redress the performance of the transfer process. The lack of appropriate institutional support mechanisms and financial resources can work in synergism with this former factor. In conclusion, an assessment is made of the most appropriate technology transfer mechanisms for these systems, which are likely to expedite sustainable rates of dissemination to the intended benefactors. This assessment incorporates the earlier findings on the social and institutional barriers to successful transfers, and the mechanisms used by the various agents to perform the transfer, as these have a significant impact on the viability of the renewable energy systems.

Cultural variations in management practice: an exploration of the management trainer's dilemma

This article is a contribution to the debate on cross-cultural transfer of management practice. It describes the difficulties experienced in introducing ‘western’ management theory in a Pakistan government training centre; considers the social and cultural context and the local management style; analyses the differences in six key areas of management and discusses their implications for management trainers; and proposes a ‘middle way’ to ensure that management material is culturally acceptable and practically appropriate. © 1998 John Wiley & Sons, Ltd.

Cultural variations in management practice: an exploration of the management trainer's dilemma

This article is a contribution to the debate on cross-cultural transfer of management practice. It describes the difficulties experienced in introducing ‘western’ management theory in a Pakistan government training centre; considers the social and cultural context and the local management style; analyses the differences in six key areas of management and discusses their implications for management trainers; and proposes a ‘middle way’ to ensure that management material is culturally acceptable and practically appropriate. © 1998 John Wiley & Sons, Ltd.

Internationalisation or Indigenisation of Educational Management Development? Some issues of cross-cultural transfer

Recent years have seen significant shifts in thinking about the most effective approaches to educational management development, with many common themes to be found in discussion and practice worldwide. The internationalisation of models and materials may not be surprising in an increasingly global culture; however it is debatable as to whether this is altogether desirable. This article seeks to fuel such a debate. It opens with a brief overview of recent trends in the West and less-developed countries (LDCs) and then considers international experiences in related areas, including management development and distance education. This broader framework helps in identifying key questions of cross-cultural transfer which are then used to assess the legitimacy of transferring models such as school-based management self-development from one cultural context to another. It is suggested that whilst some form of indigenisation of educational management development and materials may be most appropriate, the knowledge base on which to base such a strategy remains limited. National, international and comparative studies could help inform activities in this area.

The cross-cultural transfer of management practices: The case of Japanese human resource management practices in Singapore

Japan’s spectacular economic performance until recently has stimulated organizational scholars and managers to consider the application of Japanese management practices in other cultures. This article presents the findings of a study of the validity of doing so in one particular culture, Singapore. Five practices associated with the Japanese style of management were selected for the study: lifetime employment, seniority systems, house unions, consensual decision making and quality (control) circles. The study focused on their prevalence, attitudes towards them and their interplay and covered thirty-two organizations and 1,700 employees in the public and private sectors in Singapore. The findings suggest that house unions, consensual decision making and quality circles are transferable to Singapore, but that lifetime employment and seniority systems are problematic for cultural reasons. The implications for transferring management practices from one culture to another are discussed.

Analyzing the cross-cultural transfer of professional practices through organizational stories

Analyzing the cross-cultural transfer of professional practices through organizational stories

Analyzing the Cross-Cultural Transfer of Professional Practices Through Organizational Stories

Analyzing the Cross-Cultural Transfer of Professional Practices Through Organizational Stories

Cross-cultural prevention program transfer: Questions regarding developing countries

To prevent mental illness and promote psychological health, developing countries might learn from demonstrated successes in other countries. This exploratory qualitative project involved interviewing 27 informants knowledgeable about both the United States and selected developing countries of Asia and South America. Informants reviewed five preventive programs shown to be effective in North America and then evaluated the programs as to their applicability in the other country. In general the programs were seen as not very transferrable, and in some cases not needed. Among transfer problems identified were funding, training, cultural traditions and higher priorities for other things in impoverished countries. The primary recommendation is that prevention programs be developed in other countries based on their needs and cultural characteristics and using indigenous human resources. Such programs could be informed by general principles and evaluation procedures developed in Western prevention programs. Informants noted that there are also important things for Americans to learn from the developing countries, such as family closeness and greater acceptance and relaxation about stresses of life.

Prototyping: A metaphor for cross-cultural transfer and implementation of IS applications

While there has been considerable research addressing issues of national culture, and information systems analysis and design, little effort has been directed at how information systems developed in one culture can be transferred to another. This paper introduces the concept of a cultural prototype, a framework to be used in the gradual introduction of IS applications. It considers the culture within which the application was developed and the culture into which the application will be introduced. Prototype stages are defined to provide this gradual and culturally sensitive transfer.

Management Education and Training Strategies in The People's Republic of China: An Overview

This paper looks at management education and training in the People's Republic of China, in relation to the broader issues of modernisation, cross-cultural knowledge transfer, and skills-development. It examines the infra-structure of such training and focuses specifically on the adoption of Western management theory and practices in a selected number of University Management Schools and Senior Executive Training Centres.

Educational Technology: Its Creation, Development and Cross-Cultural Transfer

Educational Technology: Its Creation, Development and Cross-Cultural Transfer

A Cross‐Cultural Examination of Proximity and Hierarchy as Dimensions of Family Structure

Meaningful cross-cultural application of family therapy theories requires that basic assumptions about normal family functioning be made explicit, and contextual factors be incorporated into the theories. Guided by this understanding, this article examines the family structure dimensions of proximity and generational hierarchy theoretically and empirically. These dimensions and their superordinate construct, boundary permeability, are analyzed in terms of their underlying assumptions. The cross-cultural validity of the dimensions is assessed using videotaped interactions, projective drawings, and interviews with a sample of 24 Turkish families. Results indicate that proximity is a valid dimension, moderated by the demographic variables of socioeconomic status (SES), mother's working status, family size, and clinical status. Hierarchy is not a valid dimension because the cultural norm of strong hierarchy suppresses variation. The implications for the cross-cultural transfer of family therapy theories are discussed.

Portability

Some of the issues of cross-cultural media transfer are discussed in general with emphasis on computer software portability. Educational aspects of portability such as appropriate subject matter and objectives are discussed. Procedures for portability are offered as educational guidelines that focus on linguistic, contextual, structural, and motivational factors. A formative evaluation procedure, learner verification and revision, is suggested to enhance the robustness of the product in a new cultural context. A checklist for cross-cultural media transfer is included.

Educational Technology: Its Creation, Development and Cross-Cultural Transfer. R. Murray Thomas , Victor N. Kobayashi

Previous articleNext article No AccessBook ReviewsEducational Technology: Its Creation, Development and Cross-Cultural Transfer. R. Murray Thomas , Victor N. Kobayashi Peter JarvisPeter Jarvis Search for more articles by this author PDFPDF PLUS Add to favoritesDownload CitationTrack CitationsPermissionsReprints Share onFacebookTwitterLinkedInRedditEmail SectionsMoreDetailsFiguresReferencesCited by Comparative Education Review Volume 33, Number 3Aug., 1989 Sponsored by the Comparative and International Education Society Article DOIhttps://doi.org/10.1086/446867 Views: 4Total views on this site Copyright 1989 The Comparative and International Education SocietyPDF download Crossref reports no articles citing this article.

Educational Technology: Its Creation, Development and Cross-Cultural Transfer

Educational Technology: Its Creation, Development and Cross-Cultural Transfer

Models of Adaptive, Innovative, Productive Quality Cultures: The Need for Improved Cross-Cultural Learning and Transfer

Models of Adaptive, Innovative, Productive Quality Cultures: The Need for Improved Cross-Cultural Learning and Transfer

Crime Control and Police-Community Relations: A Cross-Cultural Comparison of Tokyo, Japan, and Santa Ana, California

Japan has the lowest crime rates in the industrialized world. Some of the reasons have to do with the lack of different, conflicting population groups; relative economic equality; racial homogeneity; pressure for individual conformity; and resilience of traditional values. But another reason appears to be community-based policing with grass-roots accountability. In the United States, many police resist and resent neighbor-based accountability, fearing at times that citizens will begin to tell them what to do. An exception is in Santa Ana, California, which, since the 1970s, has cut crime rates in half through proactive, rather than reactive, community-based policing, in which relations with citizens are much like those in Japan. Although cross-cultural transfer of crime-reduction strategies must be carried out with caution, there does appear to be potential for further successful adaptation of Japanese-type police-community partnerships in American cities.

The cross-cultural transfer of organizational cultures: Two case studies of corporate mission statements

This paper argues that the context of the wider society and national culture places barriers, if not limits, upon the possibilities for the management and engineering of corporate cultures. The formal ‘espoused’ corporate cultures, contained in Corporate Mission Statements (CMS's), of two Hong Kong companies are examined and compared to descriptions of the cultural values of Hong Kong. Important differences on ‘key’ dimensions are found; and thus it is argued that the companies may face difficulties in fully implementing their cultures in Hong Kong. The paper argues in general terms that transportable ‘supra-cultures’ will not work and attention needs to be paid to the specifics of national cultures.