Field Of Cross-cultural Management Research Articles

Qualitative Content Analysis for Enhancing Intercultural Sensitivity in Cross-Cultural Management

This article presents the intercultural sensitivity improvement in cross-cultural management by qualitative content analysis, by collecting journals published during the year 2015-2020, to sort out the contents of cross-cultural management in the area of intercultural sensitivity of intercultural education. Findings indicate that six categories with thirteen sub-categories of collected materials, which consisted of teaching pedagogies (formal, non-formal, and informal education), symptoms of negative feelings, reasons of negative feelings (self and others), motivations, solutions (self and agencies), and results of solutions. The guideline proposed emphasizes for the process based on these findings, suggests management to assess teaching environments, recognize and approve students’ requirements, narrow cultural gaps, and judge the final objectives fulfillments. With this discovery, future literature reviews can utilize it as reference in the field of cross-cultural management.

Crossing digital frontiers with cultural intelligence - a new paradigm for project managers

The evolution of the international business environment during the past twenty years due to globalization and the recent pandemic determined an increase in international projects requiring new organizational and individual capabilities to ensure project success. Cross-cultural competencies have been analyzed within the cross-cultural management field and organizational behavioral studies, with limited research available in the international project management field.Through a comprehensive literature review, the current research outlines the gap within the project management domain concerning the need triggered by the pandemic to acquire cross-cultural and digital abilities among project professionals. We disclose how the existent globalized virtual environment differs from the new one triggered by the pandemic due to the forced shift to the digital setting with a strong impact on in-person interactions, verbal and non-verbal communication.The originality of this work resides in the development of a novel project professional ability framework, including digital and cross-cultural components that emerged during the pandemic. Secondly, we propose the application of the identified cross-cultural and digital abilities within the project process group of the life cycle based on their scope and outputs.

Cultural code-switching in high context global virtual team members: A qualitative study

Global virtual teams (GVTs) are a prevalent work structure that enable people to accomplish tasks across time, space, and cultural boundaries and perform cross-culturally. However, few studies have highlighted what exact behaviors enable GVTs to share knowledge effectively. Based on a qualitative study using semi-structured interviews with 22 respondents from various multinational corporations (MNCs) in Malaysia, we answer the following overarching research question: Why do high context members switch their communicative behaviors amongst foreign team members within global virtual teams? Our study provides detailed narratives of high-context team members becoming the behavioral “switchers” to collaborate and share knowledge with their foreign team members effectively. Our study defines and clarifies the concept of cross-cultural code-switching as a key behavior reflecting effective cross-cultural performance when accommodating foreign team members’ communicative behaviours by adopting (1) directness in speech, (2) openness during knowledge sharing, and (3) task-oriented aims. This study addresses several gaps in the field of cross-cultural management by extending Hall’s (1976) theoretical lens on high-context and low-context cultures, Molinsky’s (2007) cross-cultural code-switching concept in the context of the virtual work structure, and the criterion space surrounding cross cultural performance.

CROSS-CULTURAL MANAGEMENT

Purpose: Globalization has made global changes, and a rapid increase of multinational corporations which has resulted in creating more businesses that have more culturally diverse workforce. Cultural diversity affects the performance of an organization and various conflicts can be occurred because of misunderstandings among the culturally diverse workforce. The purpose of this study is therefore to contribute to the current field of cross-cultural management and how cultural diversity is managed.
 Methodology: The study investigates four chosen cross-cultural aspects to see how issues within these areas can be minimized.
 Unique Contribution to Theory and Practice: The knowledge of cultural differences within these aspects will contribute to a better understanding of how these differences can be managed in a Swedish multinational organization with a subsidiary in India.

Cross-Cultural Management

Globalization has made global changes, and a rapid increase of multinational corporations which has resulted in creating more businesses that have more culturally diverse workforce. Cultural diversity affects the performance of an organization and various conflicts can be occurred because of misunderstandings among the culturally diverse workforce. The purpose of this study is therefore to contribute to the current field of cross-cultural management and how cultural diversity is managed. The study investigates four chosen cross-cultural aspects to see how issues within these areas can be minimized. The knowledge of cultural differences within these aspects will contribute to a better understanding of how these differences can be managed in a Swedish multinational organization with a subsidiary in India.

The role of leadership in workplace diversity management

Although the issue of workplace diversity management has attracted the attention of many researchers and practitioners, studies on the role of leadership in workplace diversity management are still limited especially in developing nations, Nigeria inclusive. The objective of this paper is to examine the role of leadership in workplace diversity management and to contribute to the field of cross-cultural management. The paper utilizes the method of qualitative analysis and synthesis of scientific literature as it relies on secondary data collected from documentations through published and unpublished books, journal articles, and conference proceedings. It also relies on the standpoint theory that a group’s experiences create a general and permanent perspective of an immense situation, but without personal experiences one’s standpoint cannot become truly comprehensible. The paper therefore concludes that diversity management skills are required by every organization in order to harness the resources that the employees have brought to an organization. It is the active and conscious development of strategic management processes of accepting and using differences and similarities as means of adding value to an organization.

Межкультурное взаимодействие как фактор инновационности (на материалах китайской культуры)

The purpose of the study is to identify forms and principles of cross-cultural interaction in terms of building a model for innovative development, using the Chinese transnational corporations as an example. Based on G. Hofstede’s cultural dimensions theory, the authors determine characteristics of innovativeness peculiar to the Chinese culture and identify ways and forms of their compatibility with characteristics of other cultures. Scientific novelty of the study lies in gaining new knowledge in the field of cross-cultural management, which is important for development of cooperation between the Russian Federation and the People’s Republic of China in the field of innovation. As a result, it is proved that cross-cultural interaction in the form of synthesis of cultural features according to the principle of complementarity, equality, trust and openness, preservation of diversity is a factor in increasing innovativeness.

Long-term orientation and the passage of time: Is it time to revisit Hofstede’s cultural dimensions?

Hofstede’s cultural dimensions are one of the most commonly referenced cultural models in the literature, but it has also been criticized for its inflexibility in terms of allowing for cultural changes over time. In this study, we focus on one salient dimension of national culture, long-term orientation (LTO), to investigate cultural change over time. Using the LTO scale developed by Bearden et al. ((2006) A measure of long-term orientation: development and validation. Journal of the Academy of Marketing Science 34(3): 456–67), we conducted a survey in Brazil, China, Colombia, India, Portugal, Romania, Spain, and Turkey, and collected 1,452 valid responses. Our study provided new evidence on LTO national ranking and cultural change. We found the countries surveyed no longer appear to be in the same relative positions as when Hofstede first published his results in the 1980s, or his more recent results based on data from the World Value Survey (WVS). Implications for practitioners, academics, and students in the cross-cultural management field are discussed.

Learning from multi-paradigmatic sensitivity in cross-cultural management? Empirical and theoretical considerations

Paradigms are basic assumptions about how social reality is perceived, understood and explained. Whereas most research is based on a single paradigm, few empirical papers show the advantages of using multiple paradigms within a study. This article pleads for multi-paradigm studies in cross-cultural management research in order to reach a more multifaceted representation of cultural phenomena. This is particularly consistent with the field of cross-cultural management, because it would be ethnocentric to consider intercultural situations only from one perspective, usually that of one’s own culture. The argument corresponds to the ambition of cross-cultural management to respect and adopt multiple (cultural) perspectives and, analogously, to achieve a ‘paradigmatic ethnorelativism’. Based on an intercultural situation, and therefore going beyond meta-theoretical reasoning, this article demonstrates multi-paradigmatic sensitivity in terms of the functionalist, interpretive and critical paradigms. The use of these theoretical concepts leads to multiple angles and a less ‘ethnocentric’ position, and hence to more nuanced knowledge creation with regard to the intercultural situation. The ‘blind spots’ of each paradigm, but also their complementarities, are discussed. Consequently, this article raises theoretical and practical implications for cross-cultural management by offering a way to a richer understanding of intercultural situations through openness to different paradigms.

Leadership in the VUCA world a systematic literature review and its link to intercultural competencies

Today's world is characterised by change at a rapid pace. A concept that describes this demanding environment is the acronym VUCA - volatility, uncertainty, complexity and ambiguity. These four dynamics affect not only organisations but also leaders. Nevertheless, a comprehensive understanding of leadership under VUCA conditions remains vague. To fill this research gap, we conduct a systematic literature review to classify the existing leadership literature under VUCA conditions. Our research contributes to the field by synthesising the vast amount of literature, aiming for a more structured overview of research outcomes over the past 20 years (2000-2020). Since leadership is more and more a global activity in organisations, we furthermore analyse these findings from an intercultural perspective, linking the field of cross-cultural management, especially that of intercultural competence, to the leadership environment in the VUCA world.

Implementing language mandates: English as lingua franca in a Hungarian multinational company

This article analyzes implementation of English as a lingua franca, and the way it induces the power relations within a company, through the example of a Hungarian multinational. Specifically, the article contributes to the field of cross-cultural management. Semi-structured, in-depth interviews were conducted with 11 company members, and grounded theory was used for data analyses. Findings show how a common language can be seen as source of power and raises challenges, especially when the chosen lingua franca is not the headquarters’ language. The absence of initial support processes can cause the loss of shared values and common company goals.

The lacuna model: A new approach to cross-cultural management research

This paper presents the lacuna model—an innovative investigational tool for the study of cross-cultural differences in a broader context. Originally developed and still widely used as a linguistic instrument, the lacuna theory also applies to empirical investigations in the field of cross-cultural management. Using several examples from the business world to illustrate the taxonomy, the authors demonstrate how lacuna analysis can be carried out. By comparing the lacuna model with Hofstede’s framework, the paper presents the strengths and weaknesses of each approach and concludes with a discussion of the potential offered by the lacuna model for cross-cultural management research and suggestions for its further development.

Role of Leaders as Agents of Negotiation for Counterbalancing Cultural Dissonance in the Middle East and North Africa Region

Abstract This study provides a unique perspective in the field of cross-cultural management by exploring the relationship between “cultural dissonance”—the gap between cultural values and actual practice—and effective leadership attributes in the Middle East and North Africa (MENA) region. Incorporating cultural dissonance into implicit leadership theory, the study uses measurements of dissonance on nine cultural dimensions to identify particular leadership preferences in seven MENA countries. The overall findings suggest that societies prefer leaders who counterbalance cultural dissonance by allowing space for negotiations by members of society to reduce disparities between cultural values—“the way things should be”—and actual practices—“the way things are.” The greater the disparity between cultural values and practices, the greater the citizens' desire that leaders act as agents of change by creating space for negotiation.

How Cultural Divergence Influences Expatriate’s Performance in Malaysia

Malaysia is one of the countries which welcome expatriates from all over the world to fill the need for skilled employees. This paper provides an overview of how cultural divergence influence expatriates performance in Malaysia. The main purpose of this study is to identify the important issues which directly or indirectly, positively or negatively influence expatriate’s performance in day to day work. This study reviewed 55 papers related to cultural divergence, employee performance, cultural intelligence, and human resource management practices in Malaysia. The finding highlights that expatriates experience cultural clashes between foreign and local values, which pose direct influences on expatriates’ performance. This study contributes to the body of knowledge in the cross-cultural management field as well as practical implications to expatriating firms. Finally, this research is beneficial and informative, especially for Malaysian researchers and managers in International Human Resource Management (IHRM) field.

Cross-Cultural Management in a Globalizing Organizational World

The field of cross-cultural management (CCM) has produced a vast and ever-growing body of studies examining the relationship between culture and organizations. In so doing, however, it has mostly b...

From The Hague to Paris to Montréal: Knowledge transfer and cultural synergy in a multicultural organization

This article shows how knowledge transfer can be useful in the field of cross-cultural management, in particular to better understand what several authors call cultural synergy. Defined as the ability to take advantage of interactions between people from different cultures to create a dynamic of cooperation and innovation in multicultural organizations, the concept, however, lacks some empirical illustration. Through an unusual field of research, we propose to draw lessons from an artistic organization, Les Grands Ballets Canadiens de Montréal, involved in the remounting of the Kaguyahime ballet by Czech choreographer Jiří Kylián, which will require the collaboration of a Dutch artistic direction, Quebec technicians, dancers from several countries and Japanese and Quebec musicians (Canadian). The focus on knowledge sharing at the center of this encounter allowed us to identify some steps and mechanisms that could be useful both in the theoretical conceptualization of cultural synergy and, from a practical point of view, in its concrete implementation. This will allow us to highlight that, in order to promote, the individuals involved, guided by a management team, will mobilize different identities to create the contact points necessary for cultural synergy.

The Expatriate Manager in a University in the United Arab Emirates: The Dynamics of Workplace Diversity

Today many managers around the world are making the specific career choice to engage in international mobility. The purpose of this paper is to document and analyse the case of a private higher education institution in the United Arab Emirates, which showcases the trend towards increasing international mobility in management careers in an academic environment. Intense competition in the higher education market and accreditation pressures markets have encouraged many universities to look beyond their nation’s borders for managers. This presents a complex set of academic and managerial challenges. A common response is to employ managers with impressive international track records. That policy has had mixed results. The paper contends that a ‘one-size-fits-all’ approach when it comes to the preference for employing managers with an international track record is not always a guarantee of success in an Arab environment, as the study suggests that extensive support needs to be given to expatriate managers. The findings of this study contribute to the body of knowledge in the cross-cultural management field as it pertains to self-directed expatriates.

Legacy: Professor Slawomir Magala (Slawek)

Purpose – Professor Slawomir Magala is a full professor of Cross-Management at the Department of Organization and Personnel Management in Rotterdam School of Management (RSM), Erasmus University (RSM, 2015). His education stems from Poland, Germany and the USA, and has taught and conducted research in China, Egypt, Kazakhstan, Croatia, Estonia, the United Kingdom and Namibia. He is a former Chair for Cross-Cultural Management at RSM and has achieved many things, from being editor-in-chief of the Journal of Organizational Change Management (JOCM), to receiving the Erasmus Research Institute in Management (ERIM) Book Award (2010), for The Management of Meaning in Organizations (Routledge, 2009). It has received honors for being the best book in one of the domains of management research. It was selected by an academic committee, consisting of the Scientific Directors of CentER (Tilburg University), METEOR (University of Maastricht) and SOM (University of Groningen). All these research schools are accredited by the Royal Netherlands Academy of Arts and Sciences (KNAW). The paper aims to discuss this issue. Design/methodology/approach – This is a review of Professor Slawomir Magala’s contributions as editor of Journal of Organizational Change Management. Findings – Slawomir (Slawek) Magala will be known for many contributions to social, organizational, managerial research, and it will be remembered that he has created a great legacy in the field of cross-cultural competence and communication on processes of sense making in professional bureaucracies. He has authored and co-authored many publications including articles, books, professional publications, book contributions and other outputs, and is an established professor of cross-cultural management at the Department of Organization and Personnel Management in RSM, Erasmus University. He will be known for his work as editor of Qualitative Sociology Review, and one of the founding members of the Association for Cross-Cultural Competence in Management, not to mention the Journal of Organizational Change Management. Many of his articles have appeared regularly in leading refereed journals, such as the European Journal of International Management, Public Policy, Critical Perspectives on International Business and Human Resources Development International. His greatest legacy is in the field of cross-cultural management, but branches out to many other management studies. Research limitations/implications – The research is limited to his work in capacity of editor of Journal of Organizational Change Management. Practical implications – This review provides a guide for positive role model of an excellent editorship of a journal. Social implications – Magala’s legacy acknowledges this research and its power to create numerous papers and attract a lot of attention (Flory and Magala, 2014). Because of these conferences, these empirical findings have led to disseminating the conference findings with JOCM (Flory and Magala, 2014). According to them, narrative research has become a respectable research method, but they also feel that it is still burdened with a lot of controversies on with difficulties linked to applying it across different disciplines (Flory and Magala, 2014). Originality/value – The review covers the creative accomplishment of Professor Magala as editor.

Cross-cultural management and digital societies

Purpose – The purpose of this paper is to see how digital societies’ studies can be inspired by cross-cultural management. Design/methodology/approach – Theory critical analysis and review. Findings – The paper reveals many similarities and analogies, allowing for useful connections between cross-cultural management research, and studying digital societies. Originality/value – By exposing methodological and theoretical links of cross-cultural management field in general, and Magala’s contribution in particular, the following paper helps in better understanding of contemporary research on digital societies, as well as allows for the use of already proven methodologies and approaches in the emerging field of the internet studies.

Content Analysis on the Journal of Cross Cultural Management

Purpose - The purpose of this journal is to examine the diversity of the authors, topics, and countries discussed in the field of Cross Cultural Management. This was achieved by analyzing published articles from the years 2008 to 2014 in the Journal of Cross Cultural Management. Design/methodology/approach - This research is a continuation of the former research of content analysis for the Journal of Cross Cultural Management. The current study will conduct a content analysis using the statistics software program, SPSS, on the articles published from 2008‐2014, a seven year period. Findings - Content analysis on the later years of the Journal of Cross Cultural Management revealed a growing diversity in both the author affiliated countries and the countries mentioned in the keywords. This shows the progression of the Journal of Cross Cultural Management in becoming a truly international journal. Originality/value - This study is a continuation of the previous research task of conducting a content analysis on the Journal of Cross Cultural Management. Scholars will be able to gain a deeper understanding of the emerging themes and current trends in the area of cross cultural management.