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

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Published: 4 June 2021
Last updated: 20 February 2023

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1

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

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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.

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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
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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.

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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.
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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.

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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
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5

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

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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
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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.

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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
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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.

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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.

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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.
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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.

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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.
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10

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

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11

Erondu, Emmanuel A. "Requisite competencies for entry to transport management in Nigeria : a cross cultural management perspective." Thesis, Birmingham City University, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.480912.

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This study was designed to determine the requisite competencies for entry to transport management in Nigeria and to briefly contrast it with patterns in the United Kingdom using Boyatzis' (1982) model of effective job performance. To accomplish this, a review of United Kingdom and United States literature on management and research findings was conducted to identify and define broad areas of relevant competencies for effective performance of transport managers. A survey instrument consisting of 38 competencies was designed and validated for this study and was sent to a sample of 130 transport personnel managers in Nigeria and 200 in United Kingdom. Personal interviews were also conducted with 20 top level transport executives in Nigeria and United Kingdom respectively. Through a stepwise process, current and requisite competencies were ranked in order of importance and compared for both study areas. Grouped competencies were compared with each other to determine possible relationships. To answer the five research questions developed to address the objectives of the study, paired t-test, Coefficient of congruence, Factor analysis, and Pearson product moment correlation were some of the test statistics used. The study found firstly, that one of the difficulties with the definition of competence is that the term is used to describe very different things. Secondly, the study revealed that 35 competencies were considered important for efficient operation of a transport industry in Nigeria, while the number was 23 in the United Kingdom. This showed significant differences between Nigeria and the United Kingdom in both current competencies and requisite competencies. Thirdly, the study revealed that culture is a very important dimension of managerial competence and that different cultural values and social characteristics result in different kinds of management behaviour and objectives. Fourthly, it revealed that the political and socio-cultural environment affect organisational effectiveness. Finally, the study concludes with a recommendation that management methods be adapted rather than adopted, and that practical universality of management strategies may be a myth.
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Teixeira, Valadares de Oliveira Luiza. "Expatriate Adjustment in Brazil: A Cross-Cultural Analysis." Ohio University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1366842311.

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13

Blomqvist, Klas. "Cross Cultural Management : - a comparison between IKEA Canada and IKEA Sweden." Thesis, Stockholm University, School of Business, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-6378.

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There are differences among the working culture in every country. The problem is in what way this affects the way of managing an organization. The purpose of this thesis is to get a greater insight on how difficult it can be to manage a global organization. The questions I will try to answer are: Are there any differences in management between Sweden and Canada? If so how does and how should, IKEA manage to deal with them? This thesis is made using a qualitative method,.using theories about what culture really is and earlier studies about what a typical Swedish and what a typical Canadian business culture is. Further on the IKEA cooperation and its concept has been described.. Two employee managers of IKEA Sweden and two store managers of IKEA Canada have been interviewed. Additionally seven co-workers have answered a an open-questioned survey. The main differences between IKEA Canada and IKEA Sweden are that IKEA Canada is trying harder to keep the IKEA culture, norms and values in the store. The way that this is shown is that in a Canadian store; everyone is participating in team building activities, but in Sweden it is divided from department to department. The business culture in Canada compared to the business culture in Sweden is not that different though. There might even be more similarities between Canada and Sweden, then Canada and the United States. IKEA’s way in coping with culture differences is not that inspiring really. It is the way how they are working on keeping their own values and norms that are remarkable. From the day you set your foot inside IKEA you will feel the culture; if you are not feeling it you will be taught. The managers are checking if the staff is living by their norms, the staff even answers on questions regarding if the managers are working by these norms as well. You could say that IKEA fails on the aspect of taking in mind other countries’ cultures, and they way they work. But on the other hand if they did, they would get lost. No way could they be that flexible, they should know about them in order not to step on anyone’s toes, but they should stick to their concept – it is a winning concept.

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14

Romani, Laurence. "Relating to the other : paradigm interplay for cross-cultural management research." Doctoral thesis, Handelshögskolan i Stockholm, Institute of International Business (IIB), 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hhs:diva-1791.

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15

Barker, Tanuja. "An exploratory cross-cultural comparative study of Moreton Bay fisheries management /." [St. Lucia, Qld.], 2001. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe16315.pdf.

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16

Serrano, Efrain. "Efficient Management of Cross-Cultural Manufacturing Teams in the Dominican Republic." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1275.

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Companies that have moved their operations from the United States to other countries have forced top management to rely on their managers for leading overseas assignments. However, the success rate of expatriate managers is low and is a concern for top management in corporations. The purpose of this phenomenological study was to explore the shared lived experiences of 20 expatriate managers to identify methods which may improve the success rates of expatriate managers asked to participate in overseas assignments. Social learning, cultural shock, and experiential learning were used to support the conceptual framework linking how cross-cultural training, adaptation, problems, and knowledge acquisition may explain expatriate manager success. Data were collected through an interview process, and were coded to identify themes. Emergent themes included cross-cultural training, effective tools for managing cross-cultural teams, and challenges of managing cross-cultural teams. The results of the study indicated that, for these 20 expatriate managers, cross-cultural training was essential in improving their skills and effectiveness. Findings showed that cross-cultural training provided tools to improve communication, overall leadership, adaptation, understanding of the new culture, and increased collaboration when managing cross-cultural teams. U.S. organizations may benefit from these results by implementing best practice cross-cultural training programs for future expatriate managers. The findings contribute to positive social change by providing guidance that could improve the success rates of future expatriate managers during oversea assignments.
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Abd, Hadi Zakaria. "Tradable information function in government organisations : a cross cultural study." Thesis, De Montfort University, 2002. http://hdl.handle.net/2086/4321.

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18

Lachner, Florian [Verfasser], and Andreas [Akademischer Betreuer] Butz. "User experience in cross-cultural contexts / Florian Lachner ; Betreuer: Andreas Butz." München : Universitätsbibliothek der Ludwig-Maximilians-Universität, 2019. http://d-nb.info/1182228453/34.

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19

Hienz, Nadine, and Lukas Engelhart. "Management of a Cross Cultural Workforce : Case Study at Luleå Tekniska Universitet." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-70577.

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Nowadays, organizations have to deal more and more with cultural diversity concerning their workforce due to globalization. The challenge for these organizations is to manage the cross cultural workforce in an effective way. Therefore, they have to have skills and the necessary knowledge in order to conduct cross cultural management. For this reason, the purpose of this study was to investigate how a cross cultural workforce could be managed effectively. In order to get insights into what differences exist between employees of different cultures, what kind of problems can arise out of these differences and how these problems can be overcome through cross cultural management, a qualitative research approach in form of a case study was conducted. Hereby, interviews with three managers including two head of departments were conducted. These interviews have used the frame of reference as foundation including well-known theories like Hofstede, Inglehart, the eight value orientations, McGregor and some other theories. The statements of the interviews were evaluated and analyzed in order to find answers to the research questions stated in the thesis. The findings of this study show that the management team at LTU is not necessarily focusing on cross cultural differences as the impact is less negative than expected. However, conflicts that still arise do not really seem to have bad consequences at LTU. Therefore, these conflicts can be fixed relatively easy by applying the most important variables connected to encountering cross cultural challenges in the frame of reference. These are: human skills, good communication, creating unity, respect, empathy, body language as well as harnessing differences. Especially the personal attitude as well as the human skills of managers and employees play an essential role.
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20

Li, Lifen 1971. "Managerial relationships in Sino-foreign joint ventures : a cross-cultural perspective." Thesis, McGill University, 2000. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=33299.

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This study explores the dynamics of the managerial relationship in Sino-foreign joint ventures from the perspectives of both Western expatriates and local Chinese. It is based on observations of one joint venture and some formal and informal interviews of a few other joint ventures. Through examining cross-cultural trust, communication, decision making and conflict management, this study has presented some of the problems which have appeared, shed light on their origins and suggests possible resolution strategies. The author argues that mutual understanding between Westerners and Chinese is needed to form a basis for successful managerial relationships. Furthermore, understanding must be based on equality, respect and a knowledge and appreciation of the other people's different customs and forms of self-expression. This study also cautions against the use of Western concepts in pursuing cross-cultural studies of managerial relationships in the Sino-foreign joint venture context.
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21

Songpo, Li, and Zhang Dong. "Human Resources Management Practices in a Cross Cultural Environment : Bank of China." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-15477.

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Aim: With the tendency of globalization, the field of the human resource management (HRM) in multinational companies (MNC) becomes a heated topic. Being interested in this field, we choose Bank of China (BOC) to investigate what factors influence the process of transfer and adaptation of HRM practices for a Chinese bank in a cross cultural environment. Method: This work has been adopted qualitative method as the primary data by interviewed six respondents of managers and employees from BOC in China and Sweden by means of the face-to-face interview, e-mail, Skype and the online instant messaging software (QQ). Extant literature, books and online resources are the secondary data. Result & Conclusions: The result reveals that when transferring and adapting the HRM practices in a foreign country, MNCs are influenced by national and company level factors. At the national level, national culture and laws and regulations in the targeted country are the primary aspects while corporate culture of the targeted company and the strategic goals of the branches are the main factors at the company level. Suggestions for future research: This study only focuses on four main factors affecting the process of transfer and adaption of HRM process, which may not contain all factors. Besides, it is based on a case study with qualitative data, thus the research areas can be expanded to a broader domain and the research methods can be used in both qualitative and quantitative approaches. Last but not least, staffing performance can be a very interesting field to be investigated. Contribution of the thesis: We contribute with a model based on four factors to identify the process of transfer and adaptation of HRM practices in a MNC. We also make a unique contribution to empirical study of the process of HRM practices of a Chinese bank entering to Sweden. Finally, this model can be utilized as a tool of other MNCs when implementing HRM practices from the home country to the host country.
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22

Stewart, Hope. "Social Responsibility in Entrepreneurial Economies| A Cross-cultural Analysis of Stakeholder Management." Thesis, The American University of Paris (France), 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13871665.

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As global frontiers of innovation, countries leading the way in entrepreneurship are responsible for forging a new understanding of the role of business in society, one that considers the impact of cultural values on driving and maintaining dynamic forms of economic growth. This thesis will examine the role cultural factors play in creating a flourishing entrepreneurial environment and how they define the relationship between business and society while influencing expectations of social responsibility. It also explores whether certain social environments are more conducive to entrepreneurship, and as such what role entrepreneurs play in those societies to encourage economic development and innovation. Utilizing data obtained from the Global Entrepreneurship Monitor and the research of Geert Hofstede, traits associated with traditional entrepreneurship theory will be aligned with corresponding cultural dimensions. Traits associated with social responsibility will then be connected to their corresponding dimensions to determine their impact on new business activity, and to demonstrate that these countries may be more predisposed to practice stakeholder management. The case study will also include an examination of Hungary and what the research findings mean for countries with cultural dimensions reflecting traditional entrepreneurship theory rather than stakeholder theory, and provide recommendations as to how each cultural dimension can be adapted to improve stakeholder engagement with actors in both government and society. The thesis will demonstrate that today’s entrepreneurs are driven as much by the desire for affiliation as they are by the need for achievement, and undertaking an effective stakeholder strategy is the best way to fulfill that affiliation, thereby improving the entrepreneurial environment, encouraging innovation, and creating a strategy for entrepreneurs to be socially responsible.

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23

McDonough, Lindsay Stephenson Peter. "Divergent hallways resident advisors' perspectives on the management of cross-cultural conflict." Saarbrücken VDM Verlag Dr. Müller, 2007. http://d-nb.info/989208362/04.

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Adams, Pedro Duan. "An international marketing framework for Ford South Africa in Nigeria." Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/3869.

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Africa is seen as the last investment frontier and according to literature will have a GDP of $1.5 trillion by the year 2016 and a population that is double the size of Europe. The rapid expansion of infrastructure and construction in African countries, such as Mozambique and Zambia has increased the demand for commercial vehicles. This has sparked unparalleled marketing opportunities for automotive manufacturers and the continent is fast attracting major players in this sector. The international marketing literature still lacks detailed studies and research into the marketing deliberations and trades in Africa. Therefore, according literature a greater representation of African culture within the international marketing literature would provide relevance and richness in the global market place and offer greater insight to organisations who are seeking to invest and expand their businesses in Africa. The management issue here is to comprehend the diversity and vastness of this region and putting together all spheres to ensure growth and creating brand loyalty. The key challenge here is for management to be able to grasp and understand not only the various cultures but also the way of doing business in such a vastly different region. It is therefore imperative for Ford Motor Company to fully understand these factors so as to take full advantage associated with entering a market early which is commonly referred as first-mover-advantage. A case in point is when General Motors entered the Chinese automotive industry in 1997 when the Chinese market was relatively small. General Motors’ enthusiasm and commitment back in 1997 was driven by a belief that China would ultimately become an economic powerhouse and emerge as one of the world’s largest automotive markets. By the year 2010 China was one of the world’s biggest automotive markets and General Motors was a dominant force in this market. Africa has all the key elements for the growth and development of a robust automotive market. By studying past experiences and outcomes from empirical studies on international marketing with emphasis on the automotive industry, it will be possible to draw lessons and experience about the potential growth of the automotive sector on the African continent. This study will also be of great significance to other automotive manufacturers and suppliers looking to expand their business and market share across Africa due to the increase of the middle class. Therefore creative strategies and thinking of how to circumvent challenges in the African cultural environment, creativity in managing bureaucracy and due diligence about business and investment opportunities will uncover unprecedented volumes of profitable business that lies untapped on the African continent. Data from the quantitative study suggest that culture, political environment, country-of-origin, competition and country infrastructure in Nigeria, are essential factors to the development of a successful international marketing strategy for Ford South Africa. This study therefore concludes that Ford Motor Company of South Africa can utilize this framework in order to gain greater market share and ultimately success in Nigeria. Recommendations were also made for future research studies that can contribute to the international marketing literature with emphasis on the African market.
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25

Allison, Gareth M. "A cross-cultural study of motivation for consuming luxuries." Diss., Lincoln University, 2008. http://hdl.handle.net/10182/1236.

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This research investigated three main research questions. First, can the structure and nature of motivation for the consumption of luxury products be identified? Second, are there differences between consumers from different parts of the world in their motivation for consuming luxury products? Third, can cultural values be used to predict motivation for the consumption of luxury products? Data was obtained by way of an online survey at a New Zealand University, and via a mixed-mode survey at a public University in Thailand. A total of 307 (NZ n=130; Thai n=177) usable responses were obtained. In respect of the first research question, the model of motivation for consuming luxuries developed by Vigneron and Johnson (1999) was empirically tested. This model proposed that five forms of motivation would exist; status, uniqueness, conformity, quality, and hedonic. In the present study, a four factor model of consumer motivation was uncovered, consisting of status-seeking, pleasure-seeking, uniqueness-seeking, and value-seeking. Value-seeking emerged as the most important motivation for the consumption of luxury products. Status-seeking was the least important form of motivation. This finding suggests that the conventional emphasis in the luxury products literature, on status as a motivator of luxury consumption, may be misplaced. In respect of the second research question, differences were found to exist between New Zealanders and Thais in the importance that respondents attach to the different forms of motivation for consuming luxuries (Wilks Lambda = 0.540, F= 61.167, p = <0.001). A series of univariate ANOVAs identified that Thais possess higher levels of value-seeking motivation than New Zealanders (F = 15.152, p = 0.000), and that New Zealanders possessed significantly higher levels of pleasure-seeking than Thais (F = 87.589, p = 0.000). No significant difference was found to exist between New Zealanders and Thais in respect of status-seeking and uniqueness-seeking. In order to investigate the third and final research question, it was necessary to measure the orientation of participants in the research towards a set of cultural values. The four-quadrant individualism, collectivism and vertical, horizontal typology of cultural orientation was used as the basis of cultural values in this research (Triandis, 1995). This typology suggests that there are two forms of individualism: vertical (VI) and horizontal (HI), and two forms of collectivism: vertical (VC) and horizontal (HC). This was measured on the scale developed by Singelis, Triandis, Bhawuk and Gelfand (1995). The cultural orientation of individuals was found to be more heterogenous within countries than was anticipated. Whilst, as expected, Thais primarily orientated towards VC, there were significant numbers of individuals who orientated towards HI and HC. New Zealanders were largely split between HI and HC. Correlation analysis and a series of multiple regressions were conducted in order to investigate the relationship between cultural orientation and motivation for consuming luxuries. VI and VC were found to be related to status-seeking. VI and HC were positively related to pleasure-seeking, and VC was found to be negatively related to pleasure-seeking. HI was related to uniqueness-seeking. VC and HI were found to be related to value-seeking.
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Zoller, Yaron Joseph. "Cross-Cultural Effects on the Cognitive Process of Verbal and Numeric Rating Scales." Thesis, Nova Southeastern University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10280821.

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Cross-cultural factors affect the cognitive processes engaged in by subjects to respond to rating scales. By using a sequential explanatory strategy of mixed-method research design, this study investigates four cultural groups in the software industry (n=92) - Israelis, Latinos, Romanians, and Americans — to investigate cultural effects on the thought processes used by respondents performing selected verbal (ordinal) and numeric (interval) scales.

Cluster analysis of the qualitative data identified four main response styles used by subjects – Extremes, Midpoint, Range, and Refiners. While the clusters did not differ in their demographics, when evaluating their cognitive processes against the theory of Tourangeau, Rips, and Rasinski (2000), clusters used different cognitive processes. Specifically, Refiners and Midpoint were more likely to adjust their responses during the Judgment stage before responding.

The findings of this research identified that values as acquired through life experience (i.e., leadership position) and demographics (i.e., gender, age, and educational level) rather than basic culture play a key role in the cognitive processes used by subjects to respond to scales. These factors affected scale preference, response style, cognitive processes, and even generated sentiments and emotions. Focusing on cultural values rather than cultural practices is a key need to yield valid survey results.

While some of the subjects are oblivious to the cultural effects discussed in this study, those effects have theoretical and practical implications for surveys conducted by multi-national organizations and business leaders. Furthermore, identifying and handling cross-cultural differences described in this study can be used to train leaders in cross-cultural environments.

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Aba-Alkhail, N. A. S. "An analytical study of job satisfaction and motivation among middle managers in Saudi Basic Industries Corporation (SABIC)." Thesis, University of Liverpool, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.383642.

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Liu, Wen-Ling. "Cross-cultural analysis of the effect of advertising on consumer responses." Thesis, De Montfort University, 2002. http://hdl.handle.net/2086/4119.

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Trapp, Oliver. "TV stations in Japan and Latin America : a cross cultural comparison." Thesis, Loughborough University, 1998. https://dspace.lboro.ac.uk/2134/10510.

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The object of this thesis is to explore the relative importance of industry versus national context in determining the particular operation of an organisation. This is done by comparing two companies in the same industrial sector in two radically different countries. The central question is how much industry factors weigh on the shaping of management practices and business behaviour of companies (within the same industry) located in totally different cultures. For instance, the Asian culture and the Western culture? How much do industry factors count, when the national context does not only comprehend culture, but also economic and socio-political factors? The following research addresses this problem by comparing two companies of the same industry (teleVision networks) which are operating in totally different national contexts (Japan and the Dominican Republic). The analysis will encompass a comparison of industry, management, corporate culture and processes, structure and labour force, operations, competitiveness and overall strategy. Most important is the socio-economic background of both countries which will be examined in order to assess their effects on the management practices and business behaviour of the surveyed companies. This research is, therefore, intended to determine the extent to which television networks in Japan, as well as in Latin America, do abide by specific functional factors imposed by the industry (production, post-production, broadcasting, engineering, sales of commercial time) as well as the extent to which environmental factors have an impact on the actual shape of the organisations in terms of size, structure, systems, and the working of the intra-organisational processes and corporate culture.
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Kim, Kwanghyun. "An investigation of the relationship between cultural competence and expatriate job performance." [College Station, Tex. : Texas A&M University, 2008. http://hdl.handle.net/1969.1/ETD-TAMU-3014.

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Armaki, Shamin. "Exploring the realm of culture within management : The effects of fully integrated relocation services on cross-cultural learning and adjustment." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-390549.

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Expatriates’ adjustment to the host-country culture is a dynamic and gradual process. This process can be facilitated by cross-cultural training. The relationship between cross-cultural training and crosscultural adjustment has been explored to a great extent in the literature, however scholars have mainly put focus on how this relationship unfolds in the context of MNCs offering CCT in-house. Consequently, this leaves an interesting uninvestigated gap in terms of how fully integrated relocation service companies work with cross-cultural services and how their work can facilitate cross-cultural adjustment. This qualitative case-study therefore aims to examine the relationship between crosscultural training provided by a relocation service company and the expatriate adjustment process. An extensive review on existing theories concerning cross-cultural adjustment, cross-cultural training and cross-cultural learning are presented. After this, the case study examines how Nordic Relocation Group (NRG), a relocation service company in Sweden, operates in terms of providing cross-cultural services. The findings indicate that the relocation service company’s services are divided into different phases, whereby the timing and content of services offered varies as the expatriates’ international assignment develops over time. This form of tailoring the cross-cultural training and the content of their services supports the notion of sequential training, which within IHRM literature, is proposed as optimal in order to facilitate the expatriate’s adjustment process. Moreover, the results further indicate that the way in which NRG works with cross-cultural services, in terms of strategy, sequential order, and specific CCT activities offered, promotes effective cross-cultural learning. Consequently, the CCT strategies offered by the relocation service company can be viewed as being aligned with best practice.
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Zeng, Tian S. M. Sloan School of Management. "The competency model of movie producers for cross-cultural co-production projects." Thesis, Massachusetts Institute of Technology, 2020. https://hdl.handle.net/1721.1/126999.

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Thesis: S.M. in Management Studies, Massachusetts Institute of Technology, Sloan School of Management, May, 2020
Cataloged from the official PDF of thesis.
Includes bibliographical references (pages 36-38).
Movie producers are the de facto managers and leaders of movie crews who demand a comprehensive set of communication skills to solve the hundreds of problems during daily productions. The recent rise of international co-production movies has created more and more workspaces with multicultural teams. This calls for additional cross-cultural communication skills for producers to resolve new intercultural conflicts and communication issues that have emerged in this new working environment. This paper examines the competency model of movie producers in the context of cross-cultural communication. This paper also presents a co-production case to illustrate the findings of cross-cultural communication competency theories.
by Tian Zeng.
S.M. in Management Studies
S.M.inManagementStudies Massachusetts Institute of Technology, Sloan School of Management
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Pavlica, Karel. "Management identity : a comparison between the Czech Republic and Britain." Thesis, Manchester Metropolitan University, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.309889.

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Yi-Hung, Lin. "A holistic investigation of cross-cultural interactions : the perspective of Taiwanese expatriate management." Thesis, Lancaster University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.727394.

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This thesis investigates the experiential learning of Taiwanese expatriates and their adjustment to overseas environments. The distinguishing feature of this thesis is its use of qualitative methodologies, such as participant observation and in-depth interviews to look at multiple realities of social and cultural phenomenon. In order to understand the complex issues related to Taiwanese expatriate management, six perspectives of cultural development were examined to provide a holistic view Of how Chinese thought and values, derived from Confucian ideology, influence managerial practice. Having described cultural development in Chinese societies, this research goes further to examine issues involved in expatriate management. Previous research found that expatriates’ managerial practices were differentiated by their cultural norms and suggests the importance of being aware of cultural diversity in a multicultural work setting. However, the literature does not provide a satisfactory explanation of the nature of cultural interactions in expatriate management. This is investigated here using a qualitative methodology, together With a synergistic approach and the use of grounded theory. Four field studies were conducted as follows: • In the first field study, Taiwanese expatriate management was explored from a general perspective by interviewing Taiwanese HR managers and training consultants. This field study identifies the attitudes and practices of Taiwanese multinationals and the government regarding expatriate management. • In the second field study, Taiwanese expatriates were interviewed upon their arrival in the host country, Britain. The area of research investigated Taiwanese expatriates’ initial impressions and psychological adjustments to the host country. lii • The third field study focused on Taiwanese expatriates’ experiences of long-term assignments in Europe. Expatriates who had been overseas for longer than a year were interviewed which integrated the previous two field studies of Taiwanese expatriate management from the perspectives of the parent company and expatriate themselves. • In the fourth field study, the same issues were explored further from a different perspective namely through longitudinal participant observation o f a multicultural project team operating in Europe. Through reflection of the overall research, themes and models were developed in the process of research which provides the theoretical framework for this thesis and future research. Finally, evaluation of this thesis was discussed from the methodological and theoretical, points of view which led to suggestions for future research. It is not my intention to generalise the findings from this thesis as the general themes for the overall expatriate management. However, through the specific example of Taiwanese expatriate management , this thesis provides one view of the multiple phenomena of social realities in expatriate management, I hope those who are interested in this thesis derive as much enjoyment from reading it as I did in doing the research for this thesis.
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Wang, Gongping. "Organisational and cross-cultural challenges facing expatriate hotel managers in China." Thesis, Cape Peninsula University of Technology, 2009. http://hdl.handle.net/20.500.11838/981.

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Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2009
Within China's the hotel industry, they are known as expatriate managers and. on behalf of parent multinational hotel corporations, provide an element of control and co-ordination within local operating units. On average, organisations spend over two and a half times more money to send an employee on an expatriate assignment than they would if they hired employees locally. Expatriate managers have been faced with new and complex organisational cultures and work practices. In order to avoid expensive failure costs and to manage suci:essfuJly, an exploration of the issues that face international hotel managers in China. is both timely and relevant A qualitative case study approach was used for this thesis, while secondaIy dala was obtained from private, as well as public sources. Primary data was collected via questionnaires from hotel managers comprising both locals and expatriates. whilSt specific questions were exclusively posed to expatriate managers. Through collection and analysis of infonnation and data, and a thorough understanding of the research problem, this study provides a useful reference for expatriate hotel managers who are confronled with the issues of managing Chinese employees, as well as basic Chinese cultural, ethical and business valUes. Primarily this research examines challenges, which mostly arise from cross-cuIturaI differences between Westem and Chinese values, as well as a range of diverse organisational cultures and management styles within China's hotel industry. South Africa has become China's the biggest trading partner within Africa, while an increasing number of South African companies invest in China. The research is paramount to any foreign organisation that wants to conduct business in China.
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Mitchell, Lorianne D. "What Makes an Effective Mentor: A Cross- Cultural (BRIC) Comparison." Digital Commons @ East Tennessee State University, 2017. https://dc.etsu.edu/etsu-works/8297.

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Research shows the professional benefits of strong mentoring relationships. However, the majority of the extant mentoring research is either mentor-centric or Western-oriented. Even with the increasing trend of protégé-centric research, relatively little research exists that examines mentoring in India and what protégés from that country would most desire from the mentoring relationship and their mentors. This chapter uses the countries in the emerging economies group represented by the acronym BRIC (Brazil, Russia, India, China), combined with Hofstede’s classification system for cross-cultural comparisons. Findings from mentoring studies from countries economically and culturally similar to India are then generalized to suggest criteria Indian protégés would find most appealing in their mentors. Finally, the chapter concludes with a discussion of future areas for research on mentoring in India.
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Abiola, Zulikat Wuraola. "The relationship between national cultures and managerial cultures in the petroleum industries in Anglophone and Francophone West Africa." Thesis, Imperial College London, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.266201.

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Liu, Nan. "A comparative analysis of cultural influences on knowledge management approaches in Western and Eastern corporations : a preliminary study." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51558.

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Thesis (MComm)--Stellenbosch University, 2000.
ENGLISH ABSTRACT: Knowledge is generally regarded as a new competitive business resource in the information age. The leveraging of this resource has therefore become a significant concern of knowledge management. Knowledge management is not culturally neutral, however, and there seem to be differences between Western and Eastern knowledge management practices. In order to address these differences and determine their cultural roots, a comparative analysis of the cultural influences on knowledge management approaches in Western and Eastern corporations is needed. To fulfil this objective, it was firstly necessary to clarify the basic concept of knowledge, knowledge management and some relevant cultural issues. Secondly, specific Western and Eastern corporations were chosen as case studies, and their knowledge management approaches were analysed. In a third step, a comparative analysis was done between Western knowledge and Eastern knowledge management practices. The culturally determining factors are presented. In the second part of the study, the relationship between knowledge management and cultural issues was discussed. Since knowledge management is still in its infancy, this means that a common language is being established. Although the importance of corporate culture has been recognised, national cultural influences on knowledge management practices still need considerable scholarly attention. In the third part of the study, three national cultures were chosen to represent the Western and Eastern cultures. America and Sweden represent Western culture, while Japan represents Eastern culture. Several corporations, including IBM, Skandia, Toshiba, Sharp, were presented as case studies and their knowledge management approaches were analysed, e.g. tacit knowledge management focus, explicit knowledge management focus, knowledge creation, knowledge reuse, internal acquirement of knowledge, external acquirement of knowledge, etc. Based on the analysis of the Western and Eastern corporations' knowledge management practices, a comparative analysis was conducted to identify the role that national culture plays in corporate knowledge management. In the last part of the study, the conclusions indicated that national cultures do influence knowledge managers in their choice or omission of certain approaches to knowledge management. Following from this conclusion, several future research suggestions were proffered.
AFRIKAANSE OPSOMMING: Kennis word oor die algemeen as 'n nuwe mededingende bron van die inligtingsera beskou. Die invloed van hierdie bron het dus 'n betekenisvolle aangeleentheid vir kennisbestuur geword. Kennisbestuur is egter nie kultureel-neutraal nie en daar is toenemende bewyse van verskille tussen Westerse en Oosterse kennisbestuurpraktyke. 'n Vergelykende analise van kultuurinvloede op die kennisbestuurbenaderings van Westerse en Oosterse ondernemings is nodig om hierdie verskille te bepaal en hul grondslae te ondersoek. Om aan hierdie doelstelling te voldoen was dit nodig om eers die basiese kennis- en kennisbestuurbegrippe en fundamentele kultuurdimensies te verklaar. Tweedens is spesifieke Westerse en Oosterse ondernemings gekies as gevallestudies en is hul onderskeie kennisbestuurbenaderings geanaliseer. Derdens is 'n vergelykende analise van Westerse en Oosterse kennisbestuurpraktyke gemaak. In die tweede gedeelte van hierdie studie word die verhouding tussen kennisbestuur en kulturele kwessies ontleed. Aangesien kennisbestuur nog in sy kinderskoene staan beteken dit dat 'n gemeenskaplike terminologie gebou moet word. Alhoewel die belangrikheid van korporatiewe kultuur al herken is, benodig die invloede van 'n nasionale kultuur op bestuurspraktyke nog aandag. In die derde gedeelte van hierdie studie word drie lande as die verteenwoordigers van Westerse en Oosterse kulture gekies. Amerika en Swede verteenwoordig Westerse kultuur, terwyl Japan Oosterse kultuur verteenwoordig. Verskeie ondernemings soos IBM, Skandia en Toshiba word as gevallestudies behandel en hul kennisbestuurbenaderings word geanaliseer, bv. onuitgesproke kennisbestuurfokus, eksplisiete kennisbestuurfokus, kennisskepping, kennisherverbruik, interne kennisverkryging en eksterne kennisverkryging. 'n Vergelykende analise, gebaseer op die onderskeie analises van Westerse en Oosterse kennisbestuurpraktyke, word gedoen om die rol van nasionale kultuur in korporatiewe kennisbestuur te identifiseer. Die bevindings, gevolgtrekkings en aanbevelings van die studie toon dat kennisbestuurders wel deur hul nasionale kultuur beïnvloed word in hul keuse, al dan nie, van sekere benaderings tot kennisbestuur. Verskeie voorstelle vir toekomstige navorsing, afgelei van die gevolgtrekkings en aanbevelings, word hierna voorgelê.
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Sakurai, Yuka, and Yuka Sakurai@anu edu au. "Problems and Prospects in Cross-Cultural Interactions in Japanese Multinational Corporations in Australia." The Australian National University. Faculty of Economics and Commerce, 2001. http://thesis.anu.edu.au./public/adt-ANU20020122.092141.

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As multinational corporations (MNCs) are extending their international operations they need to examine issues such as the localisation of human resource policies and management, and the effective use of local and expatriate managers. Examination of expatriate studies indicates a lack of attention given to the relationships between expatriate managers and local managers or the perspectives of local managers working in MNCs. This thesis attempts to fill these gaps by focusing on the cross-cultural interactions between expatriate and local managers. This thesis addresses the importance of positive cross-cultural understanding between Japanese expatriate managers and local managers in Japanese subsidiaries in Australia, and its effect on work-related outcomes such as job satisfaction and commitment to the organisation. It identifies macro and micro factors which are associated with levels of job satisfaction and commitment of Japanese expatriate managers and Australian managers with special focus on economic functions of industry, communication, and mutual perceptions. Conceptual models for predicting organisational commitment for Japanese expatriate and Australian managers are developed, and the validity of the models is empirically tested. ¶ Australian managers and Japanese expatriate managers working for Australian subsidiaries of twelve Japanese-owned firms completed self-report questionnaires anonymously. A unique paired data set is used for particular analyses such as measuring communication and perceptions of each other. This thesis examines differences in work values and beliefs between Japanese expatriates and Australian managers on issues derived from structural and cultural features of Japanese MNCs; for example, the type of subsidiary-head office management (eg. strategic planning), integration of local managers, group-oriented decision making, and work ethic. It is found that there is a significant gap in perceptions between Japanese and Australian managers with regard to corporate membership, but no significant differences are found in their opinions towards the strategic planning style of management. Contrary to our expectations, Australian managers are found to be more group-oriented than Japanese managers. ¶ The characteristics of two industries, general trading firms (the sogo shosha) and manufacturing firms, are discussed and their impacts upon cross-cultural relationships and work attitudes of managers are examined. Findings indicate that Australian managers in manufacturing firms have more positive perceptions of work relations with Japanese managers and positive work attitudes than Australian managers in the sogo shosha. This suggests that manufacturing firms provide a more positive work environment to Australian managers than the sogo shosha, whereas cross-cultural interactions in the sogo shosha are not very effective, which may cause misunderstanding and mistrust between managers, and lower levels of job satisfaction and organisational commitment of local managers. The type of industry does not affect the work attitudes of Japanese managers or their perceptions of Australian counterparts. ¶ A conceptual model for predicting the organisational commitment of Japanese and Australian managers are developed and tested empirically. Independent variables included in the model are: individual characteristics, type of industry, psychological integration of local managers into the Japanese organisation, work relations between Japanese and local managers and job satisfaction. Results indicate that job satisfaction, work relations and tenure have significant impacts upon organisational commitment of Australian managers. As for the Japanese managers, job satisfaction and tenure have significant impacts upon organisational commitment, but no association between work relations and organisational commitment is found. In addition, the relationship between work relations and organisational commitment for the Australian managers is partially mediated by job satisfaction, however, this is not the case with the Japanese managers. ¶ The findings of this thesis will improve our understanding of cross-cultural interactions between expatriates and local managers, increasing overall firm performance and improving the quality of cross-cultural relationships within contemporary society. Moreover, these findings will provide a wider perspective on understanding how organisations can implement localisation of management and integrate local managers into the organisation.
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Lee, Jae-Young. "A Cross-Cultural Investigation of College Students' Environmental Decision-Making Behavior: Interactions among Cultural, Environmental, Decisional, and Personal Factors." The Ohio State University, 2000. http://rave.ohiolink.edu/etdc/view?acc_num=osu1392299752.

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41

Yip, Wai-leung, and 葉偉良. "The influence of Chinese cultural values on successful housing management in China and Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2002. http://hub.hku.hk/bib/B31969288.

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42

Koža, Michal. "The challenge of implementing TPS in the Czech Republic: A study in cross-cultural management." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-192847.

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This master's thesis analyzes the possibilities of implementation of Toyota Production System within Japanese subsidiaries in Czech Republic. It explores the fit between the cultural values of Czech and Japanese management and the values incorporated in the Toyota Production System. In order to conduct the study, 79 companies were contacted, and survey responses from a total of 108 Czech and Japanese employees were collected. Data from the survey show that both Czech and Japanese employees have similar values related to work and neither job satisfaction nor number of conflicts is connected with TPS training. In the conclusion, areas for further research and more detailed elaboration are identified and presented.
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43

Briggs, Rickard. "Getting results| Leadership and cross-cultural adaptability within a multi-national corporation." Thesis, Mountain State University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3561928.

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U.S. companies continue to grow and expand overseas. They also outsource business processes. There were approximately 350,000 call center employees in India in 2009 (Lundby, Parthasarthy, & Kowske, 2009) and another 350,000 in the Philippines by 2010 (Manila Bulletin Publishing Corporation, 2010). The success of employees who are not U.S. citizens, yet work for American companies, has become critical. These individuals are, many times, hired by and work for organizations located in the U.S. yet are native to, stationed in, and supervise operations in countries around the world. The leadership and cross-cultural acumen of individuals in these positions can be critical to their success or failure as employees of American organizations as well as to their ability to successfully lead members within their own organizations to achieve successful results.

This research project was conducted by a third party to preclude any bias as the researcher is also the owner of the organization under study. The research examined leadership behaviors as well as cross-cultural sensitivities of individuals in these positions in order to ascertain whether there were differences between these self-reported attributes and the results generated by particular organizational units. Qualitatively, the researcher interviewed senior executives at a number of firms (not associated with his own organization) with respect to leadership and cross-cultural sensitivities of mid-level managers to ascertain if, from the perspective of these senior executives, common threads could be identified that would lead to a greater understanding of the issues of leadership and cross-cultural sensitivities in these mid-level positions as well as efforts that could impact organizational results.

The resulting data indicated that there was not a significant statistical relationship between any of the leadership acumens or cultural identifiers and managerial performance. In the qualitative data, senior leaders overwhelmingly indicated that Focused Drive, Trusted Influence, and Conceptual Thinking were defining leadership behaviors between higher and lower performers.

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Massingham, Lester Charles. "The essence of marketing : a cross-cultural inquiry into prevailing beliefs and practices." Thesis, Durham University, 1992. http://etheses.dur.ac.uk/5770/.

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This doctoral research constituted a cross-cultural inquiry into the contribution of professional marketing education to marketing practice. The essence of marketing, as a collective term, contains the essential ingredients to enable marketing to become a viable system for business; namely, marketing orientation, marketing planning and marketing training connected by the management of change. The Chartered Institute of Marketing Diploma programme was selected as the educational vehicle through which sample surveys were conducted at pre-course, pre-examination and post- qualified stages of respondents' career development. Cross-cultural distinctions and symmetries were examined and accounted for by national culture, experience base and by size of employing organisation in the countries of the United Kingdom, Nigeria, Malaysia, Singapore and Hong Kong, so that an insightful understanding could be achieved between belief and practice. Perceptual gaps were discovered and proposals through the research surveys made to help to bridge the gap between the ambitions of the individual for change and the adoption of integrated marketing by the respective employing organisations. The research is distinguished by the use of innovative techniques for perceptual mapping to enable cross-cultural positions to be visualised and thereby to be more fully appreciated.
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Cheng, Tsz-kit, and 鄭子傑. "The influence of Chinese cultural values on management behaviour in the People's Republic of China and Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31238294.

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Zhou, Ning, and 周宁. "Solving the Chinese classroom paradox: a cross-cultural comparison on teachers' controlling behaviors." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2011. http://hub.hku.hk/bib/B45690625.

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Downes, Meredith. "An organizational learning approach to expatriate cross-cultural adjustment, organizational commitment, and job satisfaction." FIU Digital Commons, 1997. http://digitalcommons.fiu.edu/etd/3235.

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The purpose of this study was to investigate the relationship between organizational learning and expatriation in overseas subsidiaries as well as in organizations as a whole. In doing so, two issues were addressed - () the use of expatriation as firms internationalize, and (ii) the significance of various factors to expatriate success as firms gain international experience. The sample of companies for this study was drawn from U.S. Fortune 500 multinational corporations (MN1Cs) in two sets of related industries -- computers/ electronics and petroleum/chemicals. Based on the learning that takes place within organizations as they increase their involvement overseas, a positive relationship was expected between international experience and expatriation when internationalization was low, and a negative relationship was expected when internationalization was high. Results indicate a significant positive relationship between country experience and the proportion of expatriates in that subsidiary when subsidiaries were relatively young, and a negative relationship, however not significant, for more mature subsidiaries. The relationship between overall firm degree of internationalization (DOI) and the proportion of expatriates in the firm as a whole was negative regardless of stage of internationalization, but this relationship was significant only for highly internationalized firms. It was further suspected that individual, environmental, and family-related characteristics would have a significant effect on the success of expatriates whose firms were low on internationalization, and that organizational characteristics would play a significant role in highly internationalized firms. Support for these hypotheses was received with respect to certain outcomes and some determinants of success. The preponderance of support was found for those addressing the effects of both environmental and family-related characteristics on the cross-cultural adjustment of expatriates in firms with little international experience. Considerable support was also found for those hypotheses addressing the impact of organizational characteristics on the job satisfaction levels of expatriates assigned to mature subsidiaries. The relevant literatures on organizational learning and expatriation are reviewed, and a model is developed underlying the logic of the hypotheses. Research methods are then described in full detail, results are reported, and implications for theory and for management are discussed.
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Barnett, Natalie (Tilly). "The Importance of Cross-Cultural Management in International Business: China and the United States." Scholarship @ Claremont, 2016. http://scholarship.claremont.edu/scripps_theses/881.

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Attention to cross-cultural management in today’s globalized workplace and marketplace is paramount to professional success. In this exploration I examine the nuances of Chinese business practices and organizational culture as well as their likely points of divergence from American traditions. The variance between organizational culture across national borders is often significant and, as demonstrated by the cases herein, can prove to be either an opportunity to succeed beyond expectation or fail to the same extent.
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49

Shute, Jeremy J. Carleton University Dissertation Geography. "Co-management under the Wendaban Stewardship Authority; an inquiry into cross-cultural environmental values." Ottawa, 1993.

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50

de, Azevedo Nogueira Affonso Henriques. "Cross-Cultural Leadership: A comparative Study between Brazilian and Portuguese Subordinates." Doctoral thesis, Universitat Ramon Llull, 2012. http://hdl.handle.net/10803/82068.

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Abstract:
L’objectiu d’aquesta investigació, ha sigut comparar patrons culturals de grups brasilers amb grups portuguesos. Per identificar i comparar els esmentats patrons, s’ha fet servir un instrument anomenat Values Scale. A més a més, i utilitzant una adaptació de Tannenbaum and Schmidt’s Taxonomy desenvolupat per Vroom (2000) hem comparat els estils de lideratge dels esmentats grups. En darrer lloc hem investigat si existeix una correlació entre els patrons culturals i els estils de lideratge. S’ha pogut observar que ambdós grups demostren una preferència per als Patrons Culturals Horitzontals Col•lectius i que el grup brasiler, te tendència a triar un estil de lideratge més participatiu si ho comparem amb el grup portuguès. També s’ha observat una correlació entre els patrons culturals i els estils de lideratge. En acabar l’estudi, es presenten mancances i, com que no hi ha molts estudis de referència, es suggereixen propostes per a futures investigacions, enfocades especialment en brasilers i portuguesos, tenint present que aquests països tenen en comú un passat històric i es veuen abocats a canvis socials, econòmics i culturals significatius.
El propósito de esta investigación, ha sido comparar el patrón cultural de grupos brasileños con grupos portugueses. Para identificar y comparar dichos patrones, se ha aplicado un instrumento llamado Values Scale. Además, utilizando una adaptación de Tannenbaum and Schmidt’s Taxonomy desarrollado por Vroom (2000), hemos comparado los estilos de liderazgo de los mencionados grupos. Finalmente hemos investigado si existe una correlación entre los patrones culturales y los estilos de liderazgo. Se ha podido observar que ambos grupos demuestran una preferencia para los Patrones Culturales Horizontales Colectivos y que el grupo brasileño tiende a elegir un estilo de liderazgo más participativo en comparación con el grupo portugués. También se ha observado una correlación entre los patrones culturales y los estilos de liderazgo. Al terminar el estudio se presentan limitaciones y, dado que no hay muchos estudios al respecto, se sugieren propuestas para futuras investigaciones, enfocadas especialmente en brasileños y portugueses, teniendo en cuenta que estos países comparten un pasado histórico y se enfrentan a cambios sociales, económicos y culturales significativos.
This study aimed to compare the cultural patterns of Brazilian and Portuguese groups. Using an instrument named Values Scale it was possible to identify and compare these patterns. In addition, we sought to compare the leadership styles preferred by those groups using an adaptation of the Tannenbaum and Schmidt’s Taxonomy developed by Vroom (2000). Finally, we assessed whether there was correlation between cultural patterns and leadership styles. It was observed that the two groups showed a preference for Horizontal-Collectivism Cultural Pattern and the Brazilian group chose a more participative leadership style when compared with the Portuguese group. There was also a correlation between cultural patterns and leadership styles. At the end of the study limitations are presented and proposals for future research are suggested, especially between Brazilians and Portuguese, since such studies are still scarce and taking into account that these countries have in common historical past and are also facing significant social, economic and cultural changes.
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