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Journal articles on the topic 'Cross-cultural management'

To see the other types of publications on this topic, follow the link: Cross-cultural management.

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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11

Dietz, Joerg, Stacey R. Fitzsimmons, Zeynep Aycan, Anne Marie Francesco, Karsten Jonsen, Joyce Osland, Sonja A. Sackmann, Hyun-Jung Lee, and Nakiye A. Boyacigiller. "Cross-cultural management education rebooted." Cross Cultural & Strategic Management 24, no. 1 (February 6, 2017): 125–51. http://dx.doi.org/10.1108/ccsm-01-2016-0010.

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Purpose Graduates of cross-cultural management (CCM) courses should be capable of both tackling international and cross-cultural situations and creating positive value from the diversity inherent in these situations. Such value creation is challenging because these situations are typically complex due to differences in cultural values, traditions, social practices, and institutions, such as legal rules, coupled with variation in, for example, wealth and civil rights among stakeholders. The paper aims to discuss these issues. Design/methodology/approach The authors argue that a scientific mindfulness approach to teaching CCM can help students identify and leverage positive aspects of differences and thereby contribute to positive change in cross-cultural situations. Findings Scientific mindfulness combines mindfulness and scientific thinking with the explicit goal to drive positive change in the world. Originality/value The authors explain how the action principles of scientific mindfulness enable learners to build positive value from cultural diversity. The authors then describe how to enact these principles in the context of CCM education.

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12

Fontaine, Rodrigue. "Cross‐cultural management: six perspectives." Cross Cultural Management: An International Journal 14, no. 2 (May 8, 2007): 125–35. http://dx.doi.org/10.1108/13527600710745732.

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13

Dong, Keyong, and Ying Liu. "Cross‐cultural management in China." Cross Cultural Management: An International Journal 17, no. 3 (August 2010): 223–43. http://dx.doi.org/10.1108/13527601011068333.

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14

Warner, Malcolm. "Cross-Cultural Management in China." Asia Pacific Business Review 3, no. 2 (January 1996): 82–83. http://dx.doi.org/10.1080/13602389600000086.

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15

Marshall, Jeremy. "International management: Cross cultural dimensions." Long Range Planning 29, no. 3 (June 1996): 424–25. http://dx.doi.org/10.1016/0024-6301(96)85312-x.

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16

Richards, David. "Developing Cross-Cultural Management Skills." Management Learning 28, no. 4 (December 1997): 387–407. http://dx.doi.org/10.1177/1350507697284001.

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17

Tayeb, Reviewed by: M. "Handbook of Cross-Cultural Management." Journal of International Business Studies 34, no. 3 (May 2003): 310–11. http://dx.doi.org/10.1057/palgrave.jibs.8400020.

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18

Cramer, Tobias. "Cross-Cultural Management in China." East Asian Journal of Business Management 8, no. 1 (January 31, 2018): 17–22. http://dx.doi.org/10.13106/eajbm.2018.vol8.no1.17.

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19

Tung, Rosalie L., Chris Baumann, and Hamin Hamin. "Cross-cultural management of money." International Journal of Cross Cultural Management 14, no. 1 (February 25, 2013): 85–104. http://dx.doi.org/10.1177/1470595812470441.

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20

Kaplina, А. "CROSS-CULTURAL MANAGEMENT, A TOOL FOR ORGANIZING THE CROSS-CULTURAL INTERACTION." Agrosvit, no. 21 (November 19, 2020): 49. http://dx.doi.org/10.32702/2306-6792.2020.21.49.

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21

Chan Kim, W., and R. A. Mauborgne. "CROSS‐CULTURAL STRATEGIES." Journal of Business Strategy 7, no. 4 (February 1987): 28–35. http://dx.doi.org/10.1108/eb039173.

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22

Richter, Nicole Franziska, Sven Hauff, Christopher Schlaegel, Siegfried Gudergan, Christian M. Ringle, and Marjaana Gunkel. "Using Cultural Archetypes in Cross-cultural Management Studies." Journal of International Management 22, no. 1 (March 2016): 63–83. http://dx.doi.org/10.1016/j.intman.2015.09.001.

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23

Bobina, Mariya A., and Diana Sabotinova. "Cross-cultural comparisons of Bulgarian management." Academy of Management Proceedings 2016, no. 1 (January 2016): 10777. http://dx.doi.org/10.5465/ambpp.2016.10777abstract.

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24

Iļjina, Svetlana. "CLASSROOM MANAGEMENT IN CROSS – CULTURAL CONTEXT." SOCIETY, INTEGRATION, EDUCATION. Proceedings of the International Scientific Conference 1 (July 24, 2015): 419. http://dx.doi.org/10.17770/sie2014vol1.779.

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The subject to be discussed in the present article is classroom management in cross-cultural context. The main reason for the choice of this particular choice was determined mostly by the necessity of varying English language teachers’ management skills and teaching techniques in a mixed linguistic classroom. The aim of the research is to explore the ways of improving classroom management skills in a cross-cultural context.

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25

Godwin, Deborah D., and Rosemarie von Schweitzer. "Cross Cultural Approaches to Home Management." Journal of Marriage and the Family 56, no. 4 (November 1994): 1046. http://dx.doi.org/10.2307/353614.

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26

Montagliani, Amy, and Robert A. Giacalone. "Impression Management and Cross-Cultural Adaption." Journal of Social Psychology 138, no. 5 (October 1998): 598–608. http://dx.doi.org/10.1080/00224549809600415.

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27

Usunier, Jean-Claude. "International and Cross-cultural Management Research." International Marketing Review 16, no. 3 (March 1, 1999): 7–8. http://dx.doi.org/10.1108/02651339910371000.

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28

Edmonstone, John. "Cross-cultural management: a transactional approach." Action Learning: Research and Practice 11, no. 3 (September 2, 2014): 385–88. http://dx.doi.org/10.1080/14767333.2014.967038.

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29

Jemielniak, Dariusz. "Cross-cultural management and digital societies." Journal of Organizational Change Management 29, no. 1 (February 8, 2016): 108–15. http://dx.doi.org/10.1108/jocm-11-2015-0220.

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

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30

Vecchi, Alessandra, and Louis Brennan. "Quality management: a cross‐cultural perspective." Cross Cultural Management: An International Journal 16, no. 2 (May 2009): 149–64. http://dx.doi.org/10.1108/13527600910953900.

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31

Knotts, Rose. "Cross-cultural management: Transformations and adaptations." Business Horizons 32, no. 1 (January 1989): 29–33. http://dx.doi.org/10.1016/0007-6813(89)90021-9.

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32

Dufort, Molly. "Disability Management in Cross-Cultural Contexts." Practicing Anthropology 14, no. 1 (January 1, 1992): 14–16. http://dx.doi.org/10.17730/praa.14.1.u18782l4p3428332.

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As a sociolinguistic research assistant in the mid-1980s working among elderly Tohono O'odham (Papago) people on a large reservation in southwestern Arizona, I became acquainted with the grandmother of a child with severe physical disabilities. The child had recently undergone surgery to sever the hamstring muscles in his legs. His grandmother told me that with extensive physical therapy her grandson Michael might eventually walk, making the very difficult operation and the painful and lengthy recovery worthwhile. During the course of the study I saw Michael's grandmother several times. In response to my inquiries as to Michael's recovery and progress, she would reply, "Oh, he's doing okay."

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33

Jackson, Terence. "Cross-cultural management from the South." International Journal of Cross Cultural Management 14, no. 1 (March 27, 2014): 3–5. http://dx.doi.org/10.1177/1470595814528075.

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34

Doucet, Lorna, Karen A. Jehn, Elizabeth Weldon, Xiangming Chen, and Zhongming Wang. "Cross‐cultural differences in conflict management." International Journal of Conflict Management 20, no. 4 (October 2, 2009): 355–76. http://dx.doi.org/10.1108/10444060910991066.

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35

Swierczek, Fredric William. "The Praxis of Cross‐cultural Management." Cross Cultural Management: An International Journal 1, no. 1 (January 1994): 14–19. http://dx.doi.org/10.1108/eb008369.

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36

Welsh, Dianne H. B. "Cross‐cultural Management: A Personal View." Cross Cultural Management: An International Journal 1, no. 2 (February 1994): 10. http://dx.doi.org/10.1108/eb010150.

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37

Moseley, James L. "Understanding Cross-Cultural Management, 2nd Edition." Performance Improvement 52, no. 1 (January 2013): 43–45. http://dx.doi.org/10.1002/pfi.21321.

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38

Spong, Abigail, and Caroline Kamau. "Cross‐cultural impression management: a cultural knowledge audit model." Journal of International Education in Business 5, no. 1 (May 4, 2012): 22–36. http://dx.doi.org/10.1108/18363261211261737.

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PurposeMany people moving into a new culture for work or study do so without prior cross‐cultural training, yet successful cultural adaptation has important ramifications. The purpose of this paper is to focus on cross‐cultural impression management as an element of cultural adaptation. Does cultural adaptation begin by paying strong attention to nonverbal cues in a host culture? How is that attention converted into knowledge, and how do people use such knowledge management during impression management within the new culture?Design/methodology/approachThe method was qualitative. In total, ten international students at an English university were recruited. All originated outside the European Union and each took part in a one‐hour structured interview. The transcripts were analysed through thematic analysis.FindingsInternational students adopted cross‐cultural impression management strategies in order to enhance successful adaptation to the new host culture. Students consciously processed knowledge about nonverbal behaviour norms through everyday interactions. They audited knowledge deficits by detecting differences between the host norms and their home culture's norms. The motives for this included desiring to maximise rewards from situations.Research limitations/implicationsThe findings imply that being in a new culture makes people “high self monitors”. They are more aware than usual about their own and others' nonverbal behaviours. The findings tell us about how cultural adaptation begins.Originality/valueThis appears to be the first in‐depth qualitative research examining cross‐cultural impression management by international students and deducing implications for expatriates.

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39

NIELSEN, CHRISTINE S., and MARTIN J. GANNON. "Preface: Cultural Metaphors, Paradoxes, Cross-Cultural Dimensions." International Studies of Management & Organization 35, no. 4 (December 2005): 4–7. http://dx.doi.org/10.1080/00208825.2005.11043742.

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40

Frost, J., and M. Walker. "Cross cultural leadership." Engineering Management 17, no. 3 (June 1, 2007): 27–29. http://dx.doi.org/10.1049/em:20070303.

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41

Taveggia, Thomas C., and Lourdes Nieves Gibboney Santos. "Cross Cultural Adjustment." International Journal of Cross Cultural Management 1, no. 2 (August 2001): 153–71. http://dx.doi.org/10.1177/147059580112002.

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42

De Maria, William. "Cross Cultural Trespass." International Journal of Cross Cultural Management 8, no. 3 (December 2008): 317–41. http://dx.doi.org/10.1177/1470595808096672.

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43

Abugre, James Baba. "Cross-cultural communication imperatives." critical perspectives on international business 14, no. 2/3 (May 8, 2018): 170–87. http://dx.doi.org/10.1108/cpoib-01-2017-0005.

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Purpose Given the rising expansion of Western multinational companies (MNCs) to the African contexts, the development of expatriates and local employees has become increasingly important to the human resource management of these MNCs. This paper aims to provide critical lessons on cross-cultural communication competences for Western expatriates working in the sub-Saharan Africa business environment. Design/methodology/approach This paper is a qualitative phenomenology that makes use of lived experiences of senior expatriate staff working in Ghana in the form of direct interviews. Findings Results showed that cross-cultural communication competence is very important for Western expatriates’ functioning in sub-Saharan Africa. The findings also established a plethora of cross-cultural communication skills that are essential for Western expatriates’ successful adaptation and work outcomes in Africa. Practical implications This research argues that there is the need for the appreciations of the differing cultural patterns of expatriates and local staff, and this provides the underlying assumptions of intercultural and cross-cultural communication in global business. Originality/value A critical perspective of international business that has scarcely been studied offers lessons for Western expatriates working in sub-Saharan Africa.

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44

WU, Yiming. "Study on Cross-cultural Conflict Management in Sino-foreign Joint Ventures in China." Advances in Social Sciences Research 1, no. 3 (May 15, 2014): 73–85. http://dx.doi.org/10.14738/assrj.13.93.

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45

Kim, Ko-Woon. "Making The Connection: Cross-cultural Management Course and Cultural Intelligence." Korea International Trade Research Institute 16, no. 3 (June 30, 2020): 1–13. http://dx.doi.org/10.16980/jitc.16.3.202006.1.

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46

Riahi, Rabeb, Foued Hamouda, and Jamel Eddine Henchiri. "Measuring cultural dimensions for cross-cultural management: Corporate governance outlook." Corporate Ownership and Control 17, no. 2 (2020): 157–64. http://dx.doi.org/10.22495/cocv17i2art13.

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The unobservable nature of the national culture is one of the main limits of research studying the impact of values systems’ in management sciences. This is why we aim in this study to identify a measure to three cultural dimensions namely, individualism (IND), masculinity (MASC) and long-term orientation (LTO). Our methodology is based on structural equation modeling (SEM) under LISREL approach, where latent variables are economic and demographic characteristics. Findings for the cross-national study over a period of 7 years including Tunisia, France, and Canada show that ecological indicators are able to determine studied cultural dimensions. However, due to the dynamic character of culture, some studied indicators are no longer the same as identified in prior studies.

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47

Catana, Alexandru, and Doina Catana. "Romanian Cultural Background and its Relevance for Cross- Cultural Management." Journal of East European Management Studies 4, no. 3 (1999): 252–58. http://dx.doi.org/10.5771/0949-6181-1999-3-252.

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48

Nishinaka, Miwa, and Katsuhiro Umemoto. "Project Knowledge Management: A Cross-cultural Perspective." Knowledge Management: An International Journal 13, no. 4 (2015): 15–30. http://dx.doi.org/10.18848/2327-7998/cgp/v13i04/50824.

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49

Bobina, Mariya, and Diana Sabotinova. "Bulgarian management in a cross-cultural space." Journal of East European Management Studies 22, no. 1 (2017): 105–27. http://dx.doi.org/10.5771/0949-6181-2017-1-105.

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50

Murphy, David S. "Management control preferences: a cross‐cultural perspective." Management Research News 26, no. 10/11 (December 10, 2003): 78–95. http://dx.doi.org/10.1108/01409170310784087.

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