Relevant bibliographies by topics / Cross-cultural management

Academic literature on the topic 'Cross-cultural management'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Contents

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Cross-cultural management.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Cross-cultural management"

1

ABDELAZIM, Assem. "CROSS-CULTURAL MANAGEMENT." Human Resource and Leadership Journal 7, no. 1 (July 12, 2022): 45–55. http://dx.doi.org/10.47941/hrlj.919.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
2

Bendixen, Mike, and Bruce Burger. "Cross-Cultural Management Philosophies." Journal of Business Research 42, no. 2 (June 1998): 107–14. http://dx.doi.org/10.1016/s0148-2963(97)00115-x.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Steers, Richard M., Sheri J. Bischoff, and Laverne Hairston Higgins. "Cross-Cultural Management Research." Journal of Management Inquiry 1, no. 4 (December 1992): 321–30. http://dx.doi.org/10.1177/105649269214008.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Gerhart, Barry. "Cross Cultural Management Research." International Journal of Cross Cultural Management 8, no. 3 (December 2008): 259–74. http://dx.doi.org/10.1177/1470595808096669.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Primecz, Henriett, Laurence Romani, and Sonja A. Sackmann. "Cross-Cultural Management Research." International Journal of Cross Cultural Management 9, no. 3 (December 2009): 267–74. http://dx.doi.org/10.1177/1470595809346603.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Guzley, Ruth M. "Cross-cultural management communication." International Journal of Intercultural Relations 16, no. 4 (September 1992): 455–60. http://dx.doi.org/10.1016/0147-1767(92)90034-r.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Jackson, Terence. "Is cross-cultural management studies morally mute? Cross-cultural management and ethics." International Journal of Cross Cultural Management 14, no. 3 (December 2014): 267–69. http://dx.doi.org/10.1177/1470595814560968.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Lifintsev, D. S., and J. Canavilhas. "CROSS-CULTURAL MANAGEMENT: OBSTACLES FOR EFFECTIVE COOPERATION IN MULTICULTURAL ENVIRONMENT." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 2(10) (2017): 195–202. http://dx.doi.org/10.25140/2410-9576-2017-2-2(10)-195-202.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Mihaela, Herciu. "A synergistic approach of cross-cultural management and leadership style." JOURNAL OF INTERNATIONAL STUDIES 7, no. 2 (September 20, 2014): 106–15. http://dx.doi.org/10.14254/2071-8330.2014/7-2/9.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Serrie, Hendrick. "Teaching Cross-Cultural Management Skills." Journal of Teaching in International Business 3, no. 3 (November 16, 1992): 75–91. http://dx.doi.org/10.1300/j066v03n03_05.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Cross-cultural management"

1

Bassett, James C. "Cross-cultural dimensions of participative management /." The Ohio State University, 1991. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487693923199476.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Golets, Tetyana, Marina Ovcharova, and Alina Kyrychenko. "The management mechanism of cross-cultural knowledge translation." Thesis, Видавництво СумДУ, 2007. http://essuir.sumdu.edu.ua/handle/123456789/7994.

Full text
Abstract:
In the most traditional works devoted to the problems of culture and management in the context of international business culture was regarded as the source of fundamental differences. These differences in its turn were considered to be the reason of contradictions, misunderstanding between the agents of international economic relations. These assumptions are based on classic conception of the culture as an essence. When you are citing the document, use the following link http://essuir.sumdu.edu.ua/handle/123456789/7994
APA, Harvard, Vancouver, ISO, and other styles
3

Melin, Rebecka, and Rutholm Emma. "Swedish management in a cross-cultural perspective : A qualitative study of how Swedish managers adapt their management to foreign cultures." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-45312.

Full text
Abstract:
The purpose of this thesis is to analyze and study how Swedish managers manage cross-cultural differences and how their management style is adapted to foreign cultures. This thesis could contribute to getting a deeper understanding of how Swedish management is adapted to foreign cultures. The empirical material in this study has been collected through qualitative interviews with four different Swedish managers with experience of managing abroad. The theoretical framework is based on the concepts cultural dimensions, management and cross-cultural adaptation which also are the three concepts in our conceptual framework. The conceptual framework is present in the interview template, the empirical chapter and the analysis to provide the thesis with a clear line of argument. The empirical chapter describes how the Swedish managers have dealt with the challenges of working in a foreign culture and how they have adapted their management to another culture.In the analysis the empirical material is analyzed with the help of the theoretical framework. In the analysis the effect of cultural dimensions is discussed in relations to Swedish management and which challenges a Swedish manager encounter when managing abroad. The conclusion indicates that Swedish managers seem to adapt their management style to the extent that they have to be more clear and strict in their management and they have to make a lot more decisions. It seems to be a linkage between to what extent Swedish mangers have to adapt their management style to the local culture and what kind of management position they have.
APA, Harvard, Vancouver, ISO, and other styles
4

Repoux, Charles. "Leading change management projects in international cross-cultural settings." Thesis, Massachusetts Institute of Technology, 2014. http://hdl.handle.net/1721.1/90735.

Full text
Abstract:
Thesis: S.M. in Management Studies, Massachusetts Institute of Technology, Sloan School of Management, 2014.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 71-73).
In an increasingly complex world for Multinational Companies, it is difficult for managers to keep a firm grasp over the global projects they are tasked to implement. Many of them lead teams operating across country borders, creating a need to increasingly take diverse national cultures into account in their operations. This extra dimension of International culture adds a layer of complexity that has been well studied in the past, though never in the context of Change Projects. This paper aims to look at how national cultural considerations should factor in when implementing discreet change projects in an organization. The paper first lays out the historic work that has been carried out in cross-cultural organization research, to create a foundation for the definitions related to national culture. Then, using Kotter's widely used framework for "Leading Change", it examines how assumptions were initially built into the theory, and how cultural considerations can help to rectify implementation of this framework. Finally, the paper takes a look at how two comparable alliances - between Nissan and Renault and between Mitsubishi Motors Company and Daimler Chrysler - used distinct approaches to cultural understanding in the context of the Kotter framework. This paper reveals that in the case of the Renault-Nissan alliance, executives were sensitive to the Japanese culture and were successful at leveraging certain of its aspects to turn the company around. In the contrasting case, executives imposed Daimler Chrysler's management principles to lead the turnaround. They disregarded many aspects such as the need for teamwork and reverence of hierarchy in the Japanese culture, and failed to generate buy-in from their counterparts. Thanks to this analysis this paper concludes that National culture is a key element to take into account when implementing Change Projects across borders. In addition, this case comparison does show that it is not only possible to manage National cultural differences, but it is far more exciting and rewarding to leverage them. Although this is not a radical
by Charles Repoux.
S.M. in Management Studies
APA, Harvard, Vancouver, ISO, and other styles
5

Woods, Peter Robert. "Cross-Cultural Management Performance Evaluation in the Expatriate Context." Thesis, Griffith University, 2007. http://hdl.handle.net/10072/367389.

Full text
Abstract:
This research responds to the practical need for an effective appraisal strategy for expatriates that incorporates the unique challenges of cross-cultural management (Audia & Tams, 2002; Bonache, Brewster, & Suutari, 2001). The need for research examining the performance evaluation of expatriates, particularly with regard to their cross-cultural management performance, has been identified in previous research (J. S. Black, Gregersen, Mendenhall, & Stroh, 1999; Triandis, 2001). How raters from the host country with differing cultural perspectives (in particular those who are being managed by the expatriate) can be involved in evaluating performance has also been identified as a research need (Audia & Tams, 2002). The research attempts to address these needs by answering the research question of ‘how can a cross-cultural management performance framework include self-ratings and ratings by cultural others?’ through three empirical research studies. The research utilises the social constructivist paradigm (Schwandt, 1998) to examine effective evaluation of cross-cultural management performance utilising appropriate performance elements and multiple raters. Although there have been numerous studies identifying predictors for expatriate success (Shaffer, Harrison, Gregersen, Black, & Ferzandi, 2006), studies identifying the unique performance elements needed for effective cross-cultural management in the expatriate context are rare (Fish & Wood, 1997). Research on Australian expatriate managers has reported problems with their performance in the cross-cultural environment (Dawkins, Savery, & Mazzarol, 1995), particularly their cross-cultural management skills, and so Australian expatriate managers are a particular focus of this research. Study One evaluates the performance appraisal methods of expatriate managers from the perspectives of 51 Australian and Singaporean expatriate managers and Australian human resource professionals, detailing their critical perceptions of fairness and accuracy. Based on semi-structured interviews, the Study proposes more effective performance appraisal practices, focusing on the critical use of feedback from host country national subordinates, and the need for cross-cultural management specific performance criteria. Studies Two and Three explore this proposal further. Study Two develops a model of cross-cultural management performance evaluation within the expatriate context. The model is grounded in relevant literature and analysis of the results of a focus group and semi-structured interviews with 68 expatriate managers and host country national subordinates from 24 countries. The interview and focus group transcripts were analysed through an inductive three step coding process outlined by Strauss (1987). The Study found that an expatriate’s cross-cultural management performance should be assessed through rating specific elements of cultural awareness, open-mindedness, flexibility, knowledge of the host country business environment, respect for cultural others and their culture, local language ability, task performance and contextual performance in a multiple rater performance appraisal process...
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Department of Management
Griffith Business School
Full Text
APA, Harvard, Vancouver, ISO, and other styles
6

Liu, Yuan, and Li You. "Cross-cultural management in international construction projects : Case study of China Machinery Industry Construction Group Inc." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-17231.

Full text
Abstract:
ABSTRACT Title: Cross-cultural management in international construction projects: Case study of China Machinery Industry Construction Group Inc. Level: Final assignment for Master Degree in Business Administration Author: Yuan Liu, You Li Supervisor: Aihie Osarenkhoe Examinor: Maria Fregidon-Malama Date: 2014.04.18 Aim : This study presents the characteristic and current status of the international construction projects, and figure out which barriers caused by cross-cultural differences the multinational corporations and enterprise would face, as well as the solutions for these barriers. Method: This study was carried out by using a qualitative and quantitative research method. We gathered relevant information by conducting questionnaire to Chinese employees working in Congo, Rep and interviews which include four managers of China Machinery Industry Construction Group Inc (CMICGI). By comparing the literature review and finding, we find barriers caused by cross cultural differences and relevant solutions. Result & Conclusions : Through the literature review associating with the analysis of the questionnaire and interview, we find out that there are nine barriers in the project, the reason why they appeared and how them influence the projects. We also find solutions to solve the barriers. Suggestions for future research: This study restricted to geographical and time, it only included one company and one country. More cases can be concluded in future research. Contributions for the study: The study results show how barrier case of cross-cultural different impact in international construction project. We also - 3 - contribute the evaluation for each barrier. Cultural differences between multinational trading are frequently neglected by firms but have a significant impact. Our research can help more companies to find some problems which they usually ignored. KEYWORDS — Cross-cultural management, Barriers, Cross-cultural difference, International construction projects, Identification, Evaluation
APA, Harvard, Vancouver, ISO, and other styles
7

Peyroteo, Madalena Pires. "Conflict management : a cross-cultural approach in Macau public administration." Thesis, University of Macau, 2000. http://umaclib3.umac.mo/record=b1636758.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Klevanskaya, Liudmila, and Maria Luzina. "Exploring Corporate Greening: a cross-cultural perspective." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, ESOL (Entrepreneurship, Strategy, Organization, Leadership), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-18239.

Full text
Abstract:
The purpose of this study is to explore the influence of national culture on corporate greening with specific focus on motivations that drive companies to respond to environmental issues and strategies that companies develop in this regard. The existing literature indicates that the research on motivational and strategic aspects of corporate greening is limited from cultural perspective. Thus, a qualitative study of Swedish and Belarusian companies was conducted to illustrate what induces firms to go green and to describe what environmental strategies are implemented by them. The analysis of received empirical data was concentrated on aligning national culture features with the motivations for environmental initiatives and relevant elements of green strategies. The findings demonstrate the connection between national culture and environmental strategy through green motivations. Finally, some implications for further research as well as practitioners are presented.
APA, Harvard, Vancouver, ISO, and other styles
9

Yap, Kristiina, and Hellen Song. "Leadership in a Cross-Cultural Context : A Qualitative Study of Cross-Cultural Leadership Competence in a Multinational Organization in China." Thesis, Stockholms universitet, Institutionen för pedagogik och didaktik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-122480.

Full text
Abstract:
The essay aims to generate deeper understanding of leadership competences in a multinational organization in China, i.e. what competences that are required for managing professionals in a cross-cultural context. Previous research within this field of study discuss this topic from the perspective of Western or Chinese expatriate managers, but the authors of this study regard that it is of interest to study Chinese employees in a Western organization in China in order to understand how the global Western culture interacts with the local Chinese culture. The research questions were thus formulated to study what competences that are required in a managerial position in a multinational organization in China according to different organizational actors and documents, and what differences there are in the meaning of the various descriptions. The study has been conducted with a qualitative approach and the results indicate that To Manage, To Have Expertise and To Communicate are the most important competences needed in the managerial role. The results also indicate that the different sources are very similar in the description of cross-cultural leadership competence, which can be understood as the influence of a strong organizational culture. Finally, one can see that the younger employees differ slightly in expectations of leadership, which can be understood as leadership not being formed only by national culture but also by generational culture. In other words, the results from the study show that the meaning of cross-cultural leadership competence in this specific context is not merely restricted to the necessity of understanding national culture when exercising leadership; it is also about generational differences in culture.
APA, Harvard, Vancouver, ISO, and other styles
10

Pini, Ivano [Verfasser]. "Internationalization of Italian companies. A cross-cultural perspective / Ivano Pini." München : GRIN Verlag, 2021. http://d-nb.info/124076247X/34.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Cross-cultural management"

1

G, Redding S., and Stening Bruce W. 1949-, eds. Cross-cultural management. Cheltenham, UK: Edward Elgar Pub., 2003.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

1968-, Andrews Tim G., and Mead Richard, eds. Cross-cultural management. New York, NY: Routledge, 2009.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Cross-cultural management communication. Chichester: Wiley, 1992.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

1946-, Price Roger, ed. Understanding cross-cultural management. Upper Saddle River, N.J: Pearson Prentice Hall, 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Moussa, Mahmoud, Thomas Doumani, Adela McMurray, Nuttawuth Muenjohn, and Ling Deng. Cross-Cultural Performance Management. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-91268-0.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Del Giudice, Manlio, Elias G. Carayannis, and Maria Rosaria Della Peruta. Cross-Cultural Knowledge Management. New York, NY: Springer New York, 2012. http://dx.doi.org/10.1007/978-1-4614-2089-7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

1946-, Price Roger, ed. Understanding cross-cultural management. Harlow, England: Financial Times/Prentice Hall, 2011.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Guo, Rongxing. Cross-cultural economic management. Hauppauge, NY: Nova Science Publishers, 2009.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Mead, Richard R. Cross-cultural management communication. Chichester: Wiley, 1990.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Koivisto, Jussi V. Cultural heritages and cross-cultural management: Cross-cultural synergy and friction in Finno-Japanese management. Helsinki]: Helsinki School of Economics and Business Administration, 1999.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Cross-cultural management"

1

Lasserre, Philippe. "Cross-cultural management." In Global Strategic Management, 310–34. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-01549-5_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Aureli, Selena. "Cross-Cultural Management." In Encyclopedia of Sustainable Management, 1–6. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-02006-4_675-1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Vaiman, Vlad, and Nigel Holden. "Cross-cultural management." In The Routledge Companion to Cross-Cultural Management, 58–67. London: Routledge, 2015. http://dx.doi.org/10.4324/9780203798706-8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Jöstingmeier, Bernd. "Global Strategic Guidelines for Innovation Management." In Cross-Cultural Innovation, 173–83. Wiesbaden: Deutscher Universitätsverlag, 2005. http://dx.doi.org/10.1007/978-3-663-05626-3_13.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Guo, Rongxing. "Managing Cross-Cultural Differences." In Cross-Border Management, 381–99. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-45156-4_18.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Hong, Jacky, and Jorge Muniz. "Cross-cultural Knowledge Management." In Cross-cultural Knowledge Management, 20–40. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003112136-2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Keeley, Timothy Dean. "Cross-Cultural Management Issues." In International Human Resource Management in Japanese Firms, 15–31. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780230597655_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Phillips, Margaret, and Sonja Sackmann. "Cross-cultural management rising." In The Routledge Companion to Cross-Cultural Management, 8–18. London: Routledge, 2015. http://dx.doi.org/10.4324/9780203798706-3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Smith, Peter B., and Mark F. Peterson. "Cross-Cultural Leadership." In The Blackwell Handbook of Cross-Cultural Management, 217–35. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164030.ch11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Mead, Richard, and Colin J. Jones. "Cross-Cultural Communication." In The Blackwell Handbook of Cross-Cultural Management, 283–91. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164030.ch14.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Cross-cultural management"

1

Li, Xiuping, and Yaxiong Wu. "Transnational Cultural Conflict and Cross-Cultural Management Analysis." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5577503.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

ELGOUCHI, Pr Awatif. "Cross-cultural management: new epistemological basis." In International Virtual Conference on Management and Economics. GLOBALKS, 2020. http://dx.doi.org/10.33422/ivcme.2020.05.159.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

"Cross Cultural Conflict Management – An Adaptive Co-Management Perspective." In 2020 International Conference on Big Data Application & Economic Management. Francis Academic Press, 2020. http://dx.doi.org/10.25236/icbdem.2020.051.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Chen, WeiWei. "Research on Cross - cultural Management in Transnational Management of Enterprises." In 2017 International Conference on Innovations in Economic Management and Social Science (IEMSS 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/iemss-17.2017.281.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

S. Kuo, Tony. "Cross Cultural Management in the Higher Educational Institutions." In 15th International Symposium on Management (INSYMA 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/insyma-18.2018.4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Wang, Lihong, and Weijie Gou. "Cross-cultural Management of Multinational Companies in China." In 2016 6th International Conference on Mechatronics, Computer and Education Informationization (MCEI 2016). Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/mcei-16.2016.58.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Huang, Qing. "Cultural Conflict and Integration of Trans-National Corporation and Cross-Cultural Management Strategies." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5998057.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

"Cross-cultural Awareness Teaching in English Literature Education." In 2018 International Conference on Education, Psychology, and Management Science. Francis Academic Press, 2018. http://dx.doi.org/10.25236/icepms.2018.019.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

MOHANNAK, KAVOOS, and KATE HUTCHINGS. "KNOWLEDGE MANAGEMENT: TOWARDS A CROSS-CULTURAL AND INSTITUTIONAL FRAMEWORK." In Proceedings of the 2007 International Conference. WORLD SCIENTIFIC, 2007. http://dx.doi.org/10.1142/9789812770592_0004.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

"English can be a bridge for Cross Cultural Communication." In International Conference on Humanities, Literature and Management. International Centre of Economics, Humanities and Management, 2015. http://dx.doi.org/10.15242/icehm.ed0115036.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Cross-cultural management"

1

Dodson, Giles. Advancing Local Marine Protection, Cross Cultural Collaboration and Dialogue in Northland. Unitec ePress, January 2015. http://dx.doi.org/10.34074/rsrp.12015.

Full text
Abstract:
This research report summarises findings and observations arising from the Advancing marine protection through cross-cultural dialogue project, which examines community-driven, collaborative marine protection campaigns currently being pursued in Northland. This project consists of a series of case studies undertaken between 2012–2014 and draws on data obtained from archival research, semistructured interviews with campaign participants, and published documents. The aims of these case studies have been to compare different approaches taken towards marine protection in Northland and to understand the composition of effective marine protection campaigns, within the context of collaborative approaches to environmental management and the communicative processes underpinning these engagements. The report provides a number of insights into how contemporary marine protection campaigns have been developed and the place of cross-cultural (Māori – non-Māori) collaboration and communication within these processes.
APA, Harvard, Vancouver, ISO, and other styles
2

Dodson, Giles. Advancing Local Marine Protection, Cross Cultural Collaboration and Dialogue in Northland. Unitec ePress, January 2015. http://dx.doi.org/10.34074/rsrp.12015.

Full text
Abstract:
This research report summarises findings and observations arising from the Advancing marine protection through cross-cultural dialogue project, which examines community-driven, collaborative marine protection campaigns currently being pursued in Northland. This project consists of a series of case studies undertaken between 2012–2014 and draws on data obtained from archival research, semistructured interviews with campaign participants, and published documents. The aims of these case studies have been to compare different approaches taken towards marine protection in Northland and to understand the composition of effective marine protection campaigns, within the context of collaborative approaches to environmental management and the communicative processes underpinning these engagements. The report provides a number of insights into how contemporary marine protection campaigns have been developed and the place of cross-cultural (Māori – non-Māori) collaboration and communication within these processes.
APA, Harvard, Vancouver, ISO, and other styles
3

Dodson, Giles. Advancing Local Marine Protection, Cross Cultural Collaboration and Dialogue in Northland. Unitec ePress, January 2015. http://dx.doi.org/10.34074/rsrp.12015.

Full text
Abstract:
This research report summarises findings and observations arising from the Advancing marine protection through cross-cultural dialogue project, which examines community-driven, collaborative marine protection campaigns currently being pursued in Northland. This project consists of a series of case studies undertaken between 2012–2014 and draws on data obtained from archival research, semistructured interviews with campaign participants, and published documents. The aims of these case studies have been to compare different approaches taken towards marine protection in Northland and to understand the composition of effective marine protection campaigns, within the context of collaborative approaches to environmental management and the communicative processes underpinning these engagements. The report provides a number of insights into how contemporary marine protection campaigns have been developed and the place of cross-cultural (Māori – non-Māori) collaboration and communication within these processes.
APA, Harvard, Vancouver, ISO, and other styles
4

Lee, Jaeil, and Mi-Young Choi. Cross-cultural study of obesity regarding socio-cultural attitudes on appearance involvement and appearance management behaviors through clothing: 20s-30s female plus-size consumers. Ames: Iowa State University, Digital Repository, 2014. http://dx.doi.org/10.31274/itaa_proceedings-180814-939.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Hemmersam, Peter, Håvard Breivik-Khan, Morgan Ip, and Tone Selmer-Olsen. The Role of Urban Public Spaces in Managing Displacement in Norway. Institute of Development Studies, June 2022. http://dx.doi.org/10.19088/ids.2022.041.

Full text
Abstract:
Refugees, temporarily displaced people, and migrants who arrive in Norwegian cities would benefit from equitable access to urban public spaces. Research suggests that the design and management of public urban spaces and local neighbourhood centres can improve migrants’ wellbeing and encourage local cross-cultural interactions. Permanent architectural and urban spaces planned and built for emergency purposes should benefit people who are displaced as well as host communities. To achieve this, urban planning, and migration and displacement management – two mostly separate fields of governance – should collaborate and learn from each other.
APA, Harvard, Vancouver, ISO, and other styles
6

Studsrød, Ingunn, Ragnhild Gjerstad Sørensen, Brita Gjerstad, Patrycja Sosnowska-Buxton, and Kathrine Skoland. “It’s very complex”: Professionals’ work with domestic violence (DV): Report – FGI and interviews 2022. University of Stavanger, November 2022. http://dx.doi.org/10.31265/usps.249.

Full text
Abstract:
This study explores Norwegian professionals' experiences of working within partner violence (PV) prevention area, including, cross-sectoral and interdisciplinary cooperation as well as possible successful strategies and measures in this area. This report is one of the deliverables of the “Integrated System of Domestic Violence Prevention” (ISDVP) project and of the agreement with The State Treasury, the Institute of Justice in Warsaw, Poland. This study contributes to research on professionals’ experiences of interprofessional collaboration in the domestic violence prevention area – a similar study was conducted in Poland. To facilitate an interdisciplinary and interagency group discussion, five focus groups (with 19 participants) were conducted. The analysis reveals that there is inter- and intra-sectoral collaboration in the domestic violence prevention area. There are marked challenges but also notable success stories. The participants talked about several barriers to cross-sectoral collaborations, such as i) professional requirements of confidentiality, mandate, and/or duty to report, especially in the domestic violence prevention stages; ii) the complexity and plethora of practical and organizational measures and initiatives as well as who does what and when, particularly when helping a client navigate through the system; and iii) the difficulty in defining as well as uncovering domestic violence because it can be understood differently by various parties, especially from a cross-cultural perspective and gender stereotypes. In terms of effective management of multisectoral collaboration, the participants mentioned i) several tools and models, e.g., SARA and Flexid, and ii) organization of emergency shelters; and iii) networking. Besides, the participants reported a need for a nuanced and multifocal approach to domestic violence prevention, including addressing the specificities of different vulnerable groups such as the elderly and the LGBQT+ community. They also talked about the importance of initiatives aimed at removing the stigma and taboo around domestic violence, also through targeting higher education establishments.
APA, Harvard, Vancouver, ISO, and other styles
7

Hakeem, Luqman, and Riaz Hussain. Key Considerations: Localisation of Polio Vaccination Efforts in the Newly Merged Districts (Tribal Areas) of Pakistan. SSHAP, September 2022. http://dx.doi.org/10.19088/sshap.2022.035.

Full text
Abstract:
Poliomyelitis (polio) remains a vital global public health challenge, particularly in countries where eradication efforts are ongoing. For almost three decades, polio programme and frontline workers in Pakistan have suffered human and financial losses due to complex political and bureaucratic management, local resistance to programme efforts, and the context of cross-border insurgency and insecurity.1 Many stakeholders in Pakistan continue to have low confidence in frontline workers and polio vaccination campaigns. In this environment, it is essential that vaccination programmes localise – by taking careful account of the local context, improving local ownership of the programmes, understanding and mitigating the issues at a grassroots level, and tailoring efforts to achieve polio eradication goals. This brief draws on evidence from academic and grey literature, data on polio vaccine uptake, consultations with partners working on polio eradication in Pakistan, and the authors’ own programme implementation experience in the country. The brief reviews the social, cultural, and contextual considerations relevant to increasing polio vaccine uptake amongst vulnerable groups in Pakistan’s tribal areas. It focuses on the current country context, in the aftermath of the 2018 merger of the former Federally Administered Tribal Areas (FATA) into Khyber Pakhtunkhwa province (KPK). This brief is part of a series authored by participants from the SSHAP Fellowship, and was written by Luqman Hakeem and Riaz Hussain from Cohort 2. Contributions were provided by response partners in Pakistan including health communication and delivery staff and local administrative authorities. This brief was reviewed by Muhammad Sufyan (University of Swabi) and Ilyas Sharif (Quaid-e-Azam College of Commerce, University of Peshawar). The brief was supported by Megan Schmidt-Sane and Santiago Ripoll at the Institute of Development Studies and is the responsibility of SSHAP.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Cross-cultural management' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography