Intercultural Management Research Articles

The Project Book: A Toolkit for Stakeholder Management in International Development Projects

This article presents a methodology of management of International Development Projects designed for offshoring agents that, on a traditional project management basis (phases and processes), adds an open documentary system (Project Book) and the application of participatory action research techniques. The Project Book enhances transparency and therefore confidence and engagement. Participatory action research techniques support intercultural management of the projects’ stakeholders. The methodology has been tested in three cases of «health», «production», and «education sectors», executed in Colombia. The quality and success of the project after the application is characterized by an 80 % acceptance of the agents.

Effects of an Intercultural Management Course on Students’ Intercultural Communicative Competence Development: A Classroom-Based Study

Effects of an Intercultural Management Course on Students’ Intercultural Communicative Competence Development: A Classroom-Based Study

JICIR Intercultural Theme Dialogue Chinese Multi-National Corporations (MNC’s): (Part I) Global Challenges and Opportunities

Abstract This article presents an in-depth exploration of the challenges and opportunities faced by Chinese Multi-National Corporations (MNCs) as they navigate the global business landscape. Focusing on the intercultural adaptation and communication barriers, it highlights the experiences of Chinese MNCs in various regions, including Africa and Pakistan. The discussion is based on a webinar panel featuring experts with diverse interdisciplinary backgrounds in intercultural business communication, intercultural management, international business, as well as international relation and economics. The insights from the panel address key themes and cross- and intercultural challenges such as dealing with differing leadership styles, communication barriers, cultural differences, corporate social responsibility (CSR), and the development of intercultural competence in diverse socio-cultural environments. The panelists emphasized the importance of flexibility, mutual understanding, and culturally agile leadership in overcoming these challenges. The discussion also outlines potential research areas for further exploration of the intercultural dynamics of Chinese MNCs. Through this dialogue, the article aims to stimulate future research and provide practical recommendations for improving the global operations and intercultural interactions of Chinese enterprises. It also proposes ideas on how Chinese MNCS can both develop and integrate local and global practices to achieve sustainable international growth.

ECOLOGICAL DOMINANTS IN CROSS-CULTURAL COMMUNICATIONS OF EUROPEAN BUSINESS: THE IMPACT OF THE GREEN DEAL

The subject of the study is the identification of cross-cultural features of European business under the influence of the implementation of the Green Deal as the main EU development strategy until 2025. Methodology. The research used general logical and theoretical methods of cognition. The method of analysis and synthesis was used to evaluate the components of intercultural competence for the successful development of eco-business in the EU. The method of analogy was used to find out what is similar and what is different in traditional and environmentally oriented business, which affects the specifics of cross-cultural communication. The theoretical method of generalisation is used to substantiate the content and essence of intercultural competence of environmental business. The method of system analysis was used to construct the author's conceptual model of the formation of intercultural competence of European environmental business. Purpose. The purpose of the article is to substantiate the peculiarities of environmental cross-cultural management in the activities of European business and the role of cross-cultural competencies in the success of European environmental companies, including Ukrainian business. Results. The article has proved the role of green growth as a dominant concept and concrete policy of the European Union, embodied in the strategy of the EU Green Deal Strategy (GDS). The main sectoral determinants of green growth, reflected in the Green Deal, are defined as forming the field of development of environmental business in the EU. It has been shown that this tendency affects the specifics of cross-cultural communication. The need to build effective cross-cultural communications in the European environmental business under the influence of the Green Deal determinants was analysed and addressed through the strategy of green cross-cultural management. Conclusion. European companies implementing eco-innovative developments are faced with expanding the range of cooperation with various partners, including in the multinational environment of creation, approval, implementation and monitoring of implementation effectiveness. The need to build effective intercultural communication in European eco-business under the influence of the determinants of the Green Deal, taking into account cultural differences in business relations and using the tools of effective intercultural management has been emphasised. The list of criteria for effective communication and structuring of relations in cross-cultural management was determined. The positive relationship between the integration of different cultures in EU enterprises and the growth of their competitiveness is emphasised. The prerequisites for the formation of sustainable cross-cultural competence of a business process participant are proved. Prospects for the development of "green" cross-cultural competences in the European business space are outlined. The cross-cultural competences of the European environmental business are considered from the point of view of ethnorelativism formation. The authors emphasize that intercultural communication in environmental business should take into account the peculiarities of national cultures, which make it understandable for everyone, as well as the values of the Green Planet, which is an objective unifying factor. The basic elements of the green intercultural management strategy for European business are proposed and the main obstacles to the implementation of such management mechanisms in the Ukrainian business environment are identified.

The deep roots of cross-cultural differences in organizational behavior: Do human resource management education has to respect them?

This paper delves into the deep-rooted factors causing cross-cultural differences and their subsequent impact on the effectiveness of human resource practices in organizations. Drawing from a thematic review of findings from diverse fields such as developmental economics, anthropology, and linguistics, the study explores how historical events, language, geography, and biology influence individual ethics, preferences, and decision-making styles. Multiple conceptual frameworks are introduced to guide the integration of these deep-rooted factors into cross-cultural management education. The article suggests several research directions to enhance human resource management and cross-cultural management education. The emphasis is placed on the importance for researchers and educators in the field to employ constructs and methodologies from various disciplines to comprehend the origins and enduring nature of cross-cultural organizational behavior differences. Without understanding the underlying reasons for cross-cultural differences, intercultural management cannot be practiced effectively. Despite the insights provided, it's crucial to acknowledge the currently limited research connecting historical, biological, or linguistic factors to modern organizational outcomes. This limitation makes the provided recommendations largely conjectural.

Transforming Multilingual Students’ Learning Experience Through the Use of Lego Serious Play

To prepare their students for the increasingly demanding workplace of the 21st century, business schools resort to using experiential learning techniques to make explicit connections between knowledge and experiences students already have, encouraging them to make their own interpretations. In this case study, 50 multilingual students participated in a Lego Serious Play (LSP) intervention for one academic semester. Due to the continuous rise of the numbers of international students in management schools in the UK in the post-COVID-19 era, researchers and lecturers indicate that additional support is often deemed necessary to promote social justice for multilingual and multicultural students and support their well-being. These students used LSP to make better sense of the assessment criteria and the theories they had to use to respond to the instructions and prepare a group paper and a group oral presentation in terms of a module on intercultural management. Findings revealed that these English as a Second Language (ESL) students were inspired by the use of LSP as it allowed them to reflect on the theories and apply them in creative ways fostering collaboration and creative problem-solving. Students initially felt uneasy to engage in this new approach but then enhanced their performance in their group oral presentations by 35% as they were able to improve their second language competence and intercultural awareness. The article concludes by discussing implications for using LSP with multilingual ESL students to help them overcome linguistic and cultural barriers, offering suggestions for the effective use of game-based techniques in Higher Education.

Intercultural Management - A Comparison Between Romanian and Turkish Culture

The present article will present a state of the art on intercultural management, particularly focus on specific model presented in the literature. The final part will be dedicated to a comparison of Romanian and Turkish culture based on the presented model, in order to underline the specificities, the differences generated by the national specifics. Finally, conclusions will reflect the state and tendencies in international management and briefly summarized the lessons learned from the studied business environments.

A 20-20 Culture Communication Template Tool for Multinational Management

The article deals with intercultural business communication challenges that complicate discourses in multinational organizations. The article explores the cultural incompatibility problems with their corresponding cultural dimensions extracted from the seminal theories of intercultural management to identify training needs for multinational managers. The fulcrum of this work rests on the salient value orientations that lead to communication collapses when managers from different countries fail to accomplish optimal cultural attunement in their narratives and script their conversations with ethnocentric biases. To counter these debilitating stressful intercultural conversations, the author presents an innovative training solution of a “20-20 culture-communication template tool” for coaching managers for effective production of ethno-relative dialogues across diverse geo-cultural economies. This culture tool uses a 20-point culture questionnaire format with the complementary application apparatus of 20 culture sensitivity programs that organizations can undertake for a quick tutoring of multinational managers for forging successful intercultural coalitions in plural work spaces.

Employability for Students and Early-Stage Researchers

No AccessEmployability for Students and Early-Stage ResearchersCeleste Luciano, Tiberiu Nica, Nikola Ranković, Karin Widmann, Gabriel ZvîncăCeleste Luciano University of Lund Sweden is a student, activist and geopolitical writer, currently enrolled in International Development and Management at the University of Lund. She has collaborated with different NGOs, both at the local and global level, as well as with magazines. Before interning in the WFP, she graduated in International Relations. Committed to volunteering, policy analysis and project management, her research focuses on sustainable growth, poverty reduction and equality.Search for more papers by this author, Tiberiu Nicais a project manager and training officer currently working at the crossroads of education, research, and public service. With years of first-hand experience in learning and development, social work, and intercultural management, as well as over five years of experience working in an EU affairs think tank, he has day-to-day work experience in coordinating EU-financed projects.Search for more papers by this author, Nikola Rankovićis a final-year student at LSE double-degree in Economics and Finance. Apart from his focus and expertise in banking and finance, he has developed a keen interest in various activities, ranging from summer schools in public policymaking, EU visions, business management, and ECPD, to participation in academic research in labour economics, education, and astronomy.Search for more papers by this author, Karin Widmann Andrássy University Budapest Hungary BSc; is a student of International Relations at Andrássy University Budapest, enrolled on the double master’s degree in International Economics and Business with the University of Bamberg. She is a scholarship holder of the German Academic Exchange Service and the Higher Education Scholarship of the Hungarian State working on policies that ensure everyone has the financial education they need to determine their own path in life.Search for more papers by this author, Gabriel Zvîncă Babeș-Bolyai University Romania MA; is a PhD student at Babeș-Bolyai University, in Cluj-Napoca, Romania and the Youth Delegate of Romania at the United Nations. His interests are focused on the study of diplomacy, contemporary history, geopolitics, and international relations, with a particular focus on international organizations and the United Nations peacekeeping mechanism.Search for more papers by this authorPublished Online:Feb 2023SectionsPDF/EPUB ToolsAdd to favoritesDownload CitationsTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail About Previous article Next article FiguresReferencesRelatedDetails Download book coverVolume 63Issue 1-2February 2023 ISSN: 0012-5415eISSN: 2307-289XHistoryPublished online:February 2023 PDF download

Maria Ester de Freitas para além do pioneirismo: crítica e “brasilidade” nos estudos organizacionais

Abstract Our objective is to investigate and highlight the contributions of Maria Ester de Freitas to the development of the Brazilian field of Management and Organization Studies (MOS). Ester wrote pioneering work in the development of impacting themes in this field - such as organizational culture, intercultural management, diversity, and moral harassment. This Global South scholar’s approach to such themes was shaped by a peculiar criticism that found an echo amongst Brazilian scholars and practitioners. Ester knew how to produce and reproduce complex and often controversial topics courageously, with intellectual refinement and an impressive cultural repertoire embedded in elements of “Brasilidade.” Ester’s main concern was to think about the human condition in organizations and, therefore, to promote the social responsibility of organizations, a concern that continues to demand urgent reflection. Hence, this research question is: in addition to being a pioneer in developing such themes in the Global South, which elements keep Ester’s work relevant today for organization studies in general? We conclude that Ester’s relevance extrapolates the relevance of the topics she addressed, as her academic style is marked by correlating criticism and manifestations of “Brasilidade”. This correlation appears in a kind of “Becoming-Ester” throughout her texts and speeches, an investigative and provocative posture that invites us to reflect and broaden our horizons when approaching our local realities. Finally, we show that the content and style of Ester’s legacy instigates alternative ways to critically reflect on the human condition in organizations through unconventional and unprejudiced eyes, thus, fostering new approaches to imagining and creating more socially responsible organizations.

INTERCULTURAL MANAGEMENT WITHIN THE EUROPEAN UNION CONTEXT

The article focuses on the importance of intercultural management in a European society characterised by cultural diversity. Even if the cultural diversity constitutes a positive element for Europe, our historical period is still marked by interethnic conflicts and identity crises. The cultural identity could become a central problem and there are not too many ways to solve it: dialogue or confrontation. Any EU communication act, which is not in accordance with the culture of the group the individuals belong to, can lead to a change of attitude towards EU. European Union should improve its policy regarding intercultural communication and management.

UE Organizational Identity. From the Motto Veritate Concordia to Neo-bureaucratic Management

Abstract Objective: The concept of organizational identity appears mainly in the context of a symbolic-interpretive view of an organization’s functioning in its many dimensions. This article aims to analyze to what extent previous knowledge about the existence of an EU organizational identity is a distinct category in the context of neo-bureaucratic management. It seems particularly interesting to draw attention to the identity context in organizations operating under intercultural management conditions. Their character and disposition may be more complex than in the case of homogeneous organizations. For this reason, the European Union is asking itself questions about its identity in the context of cultural unification and policy issues, and management solutions related to the institution’s functioning at many levels. Therefore, it seems interesting to draw attention to these issues in light of the different contexts of influence. One is the neo-bureaucratic view of the EU institutions’ governance dimensions, which should be regarded as complex organizational identities. They are subject to the modern influence of management visions and benefit from intercultural management processes’ achievements. The EU’s supranational structure, influenced by bureaucratic organizational arrangements, speaking the language of diplomacy, and setting policy for the Member States, constitute a unique organizational identity globally, which is worth verifying through the prism of neo-bureaucratic influences and cultural conditions of European identity. Methodology: The article is based on a critical analysis of literature dealing with the sense of European Union organizational identity. Provided a theoretical background on orgzniataional identity in neo-bureaucratic management on a European level. Findings: In its institutional dimension, the European Union faces the dilemma regarding its own identity due to diplomatic disputes over cultivating indigenous cultures and diversity. It is, therefore, a rare phenomenon on the world stage of supranational institutions. Its procedural nature and purpose are also important to harmonize the Member States’ various policies. It is already possible to outline its unique organizational identity. However, it cannot be transferred to territorial and social land, as Europe cannot be a hybrid of cultures or unify its perspective in the face of historical pasts and ethnic representations. Value Added: Critical discourse on the theory of bureaucratic management and organizational identity. Presentation of the role of European Union identity in management process and giving the organization common values that solidify its form. Recommendations: Neo-bureaucratic management is an interesting phenomena to explore in cross-cultural discourses. There are several directions for analysis: forms of modern bureaucracy based on practices drawn from the experience of corporations; abuse of the power of supranational organisations; network management in international organizations.

Condiciones de salud de los indígenas hitnü potencialmente expuestos a petróleo crudo (Arauca, Colombia)

Introducción. El pueblo hitnü vive en condiciones sanitarias precarias, con inseguridad alimentaria y víctima de la violencia sociopolítica en Arauca (Colombia). Además, se sospecha que pueden estar afectados por la exposición a los hidrocarburos del petróleo. Objetivo. Identificar los eventos de salud del perfil de morbilidad y mortalidad de los indígenas hitnü que podrían asociarse con la exposición a petróleo crudo. Materiales y métodos. Se realizó un estudio transversal con indígenas hitnü, durante febrero y marzo de 2021, época de sequía. Se aplicó un cuestionario de hogares y uno individual para recolectar datos del ambiente peridomiciliario, ocupaciones y otras actividades, así como datos sociodemográficos, signos, síntomas y hallazgos de un examen médico. La potencial asociación con los hidrocarburos se exploró considerando tres grupos, según su localización: cabecera de Arauca, resguardo Aspejená (no expuestos) y resguardos de San José del Lipa y La Vorágine (expuestos por su cercanía al río Ele y afluentes). Con listados libres, se exploraron las causas de muerte. El estudio incorporó un riguroso manejo intercultural en todos sus componentes. Resultados. Participaron 576 indígenas de 16 asentamientos. El agua consumida pudo servir como medio de exposición a los hidrocarburos. Los problemas de salud fueron muy variados e incluían enfermedades infecciosas y crónicas, malnutrición y trauma. Las masas en el cuello se asociaron con residir en los resguardos ancestrales (RP=3,86; IC95% 1,77-8,39), territorios potencialmente expuestos al petróleo. Las causas de muerte más relevantes fueron el homicidio, los tumores y la tuberculosis. Conclusión: Por su posible asociación con los hidrocarburos, es prioritario el estudio intercultural de linfoadenopatías entre indígenas potencialmente expuestos al petróleo.

Cultural Diversity within Cyber-Physical Systems

In international business, it is widely accepted that the cultural diversity of organizational member’s impacts operations. That is why interculturalists have developed approaches to managing this dimension of diversity within and across businesses for decades. When looking at operations in today’s international companies, an increasing transformation towards conditions that are often described as Industry 4.0 can be observed. People interact with machines and software in so-called Cyber-Physical Systems (CPS). But the academic discourse regarding this transition mainly focuses on technical issues. The human factors have received limited attention and the role of culture within CPS has been widely neglected so far. To fill this gap, the paper at hand reviews journal articles and conference proceedings from the disciplines of operations management and business informatics. The findings concerning the role of people in CPS have been aligned with concepts of intercultural management and managing diversity. It has been found that the application of traditional concepts of describing cultural dimensions and their impact on interaction and cooperation are of limited usefulness when it comes to the integration of machines, software, and people with diverse backgrounds. Contemporary approaches to managing diversity appear more promising. Focusing on individual members instead of particular groups of members can improve the effectiveness and acceptance of CPS.

Book Reviews: Constructive Intercultural Management

Book Reviews: Constructive Intercultural Management

Inclusion Competence—Conceptualization and Validation of a Construct and Measure

We are in an era of massive global disruption, and individuals are often expected to navigate complex and volatile situations with diverse colleagues whilst at work. Despite decades of research on inclusion in workplaces, we know surprisingly little about how to identify and measure individuals’ capability to relate and work in inclusive ways. Drawing on optimal distinctiveness theory and building a bridge between research in the fields of inclusion and intercultural management, by considering the concept of cultural intelligence, we introduce a definition and conceptualization of ‘inclusion competence’. We build on this conceptualization by developing and validating a 20-item inclusion competence scale, using three interlocking studies with five samples (total N = 2051) across four countries (UK, Sweden, Australia, USA). We confirm the scale’s dimensionality and measurement invariance as well as provide evidence for convergent and discriminant validity. We contribute to scholarship across the fields of inclusion and capability development by offering a theory-driven construct and scale that assesses individual capability for inclusion at work. Our scale could be applied in many organizational settings as a diagnostic tool or for self-reflection. Overall, our work offers new directions for scholars and practitioners to understand and foster employees’ contributions to inclusion.

Human Mobility and Dismantling Cultural Dominance

The rapidly increasing effects of globalisation is currently challenging many countries in ASEAN to think more creatively around their approach to human capability development to ensure economic viability. The intensified crossing of national and cultural borders, the emergence of transcendent communication technologies, and the increasing ease of human mobility are reshaping our approaches to international engagement and collaboration. These cross-cultural interactions will become even more important in a post-Covid-19 world as markets and trade open and a renewed effort to aggressively compete for limited talent begins. The future of the workforce is facing significant disruptions, and the competition for talent takes place from a global pool in which many nations are competing. This paper argues that intercultural approaches in business and management are critical to operating in this global environment. In an attempt to more clearly understand the intercultural management approaches needed in this interconnected, interdependent and globalised trading environment, this paper has used an action research approach to examine what (Hollingsworth & Cody, 1995) describes as ‘relational knowledge’. These structured collaborative conversations have their origins in practitioner interactions within human capability development interventions in Indonesia. It is intended that the cultural responses received from our Indonesian project partners and collaborators will form the basis for a meaningful approach to respectful engagement. By framing the action research cycle through an examination of the impacts on human mobility, we can reveal the layers of cultural dominance. The authors concur with (Nagle, 2009) and (Rattansi, 2011), who both view interculturalism as a valuable enabler to encourage cross-cultural dialogue and challenge self-segregation tendencies within cultures.

Influence of intercultural factors in the administrative management of collaborators in a Peruvian jungle municipality

This research was developed with the purpose of determining the level of influence that exists between intercultural factors and administrative management in the provincial municipality of El Dorado, San Martin in the Peruvian jungle. It was based on an applied quantitative methodology with a correlational scope and non-experimental design. The sample consisted of 49 participants, the survey technique was used for data collection and two questionnaires were applied as instruments, one for the interculturality variable with 20 items and the other for the administrative management variable with 18 items, both with a Likert scale. The results indicated that the intercultural factors influence administrative management with a positive correlation from moderate to high, likewise the coefficient of determination, R2 has a value of 0.5288 which indicates that 52.9% of the intercultural factors contribute to the administrative management of the entity.
 Keywords: Interculturality, coexistence, participation, administrative management.

Intercultural Management as an Important Aspect of Modern Managers’ Work: Educational Challenges

The issue of intercultural management has become particularly pertinent because of globalization and the internationalization of economic activity undertaken by contemporary companies. Intercultural management and its challenges are extensively analysed in numerous Polish and foreign publications. The significant role played by intercultural management primarily stems from the tremendous impact it exerts on the efficient functioning of multicultural teams, the relationships between the people in these teams, and their communication and motivation. Moreover, at present it is a crucial aspect of the everyday work of managers operating in culturally diverse work environments. The article is of a theoretical nature. The first part describes the role and importance of manager values in the context of cultural diversity in their work environments, followed by the presentation of the concept and meaning of intercultural management. Next, the impact managers exert on the management of culturally diverse teams in modern organizations is analysed. The final part describes selected challenges connected to educating and training modern managers to work in intercultural work environments. The aim of the article is to demonstrate the role and importance of intercultural management as a vital aspect of modern managers’ work and to identify educational challenges related to this area.

From riding high to lying low: Hyundai Colombia Automotriz S.A.

Learning outcomes Determine when to resolve conflict through arbitration and when to resolve conflict through the court system. Reflect upon the types of organizational misconduct and determine what behaviors constitute organizational misconduct. Argue whether the behaviors that constitute organizational misconduct are universal or may vary according to the context. Analyze whether actions that might be considered misconduct might be acceptable in certain situations and contexts. Build additional definitions of organizational misconduct that might pertain to non-Western, developed country contexts. Analyze how media and popular opinion might influence perceptions of organizational misconduct. Case overview/Synopsis Carlos Mattos (he/him/his) was the founder/president/CEO of Hyundai Colombia Automotriz S.A. from 1992 to 2015. He and his company introduced the Hyundai brand to the Colombian market and made it one of the best-selling automobile brands in the nation. When the company began experiencing losses, Hyundai headquarters terminated the contract and awarded the distribution to an Ecuadorian firm.The contract between Hyundai Colombia Automotriz S.A. and Hyundai Motor Company stipulates that arbitration is the appropriate dispute mechanism. However, Mattos contemplates whether arbitration is his best option or if he should take Hyundai Motor Company to court. He also contemplates suing the Ecuadorian firm for unfair competition.As students analyze Mattos’ decision, they will determine whether the actions of the any of the parties might be considered organizational misconduct. This case is not about assigning blame. It is not about deciphering whether anyone is guilty. Instead, the case is designed to promote critical thinking about the concept of organizational misconduct. Most literature and understanding of organizational misconduct are from a Western, developed country point of view. In this case, there are three key actors, all from emerging markets. Each may have participated in some sort of misconduct, depending on how the term is defined. Complexity academic level This case is appropriate for advanced, undergraduate or master's level international business students in classes such as international management, intercultural management, international negotiation or business ethics. Supplementary materials Teaching notes are available for educators only. Subject code CSS 5: International Business.