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- Zander, Udo, et al.
(författare)
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Intersectionality as a new perspective in international business research
- 2010
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Ingår i: Scandinavian Journal of Management. - : Elsevier. - 0956-5221 .- 1873-3387. ; 26:4, s. 457-466
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Tidskriftsartikel (refereegranskat)abstract
- Using the intersectionality perspective as a theoretical lens in the study of the multinational company (MNC) – with its spatial separation of subunits, language and cultural diversity, organizational complexity, and multiplicity of activity environments – will yield exciting and novel possibilities for theory creation. A prime area of study deals with career patterns, i.e., who ‘makes it to the top’ in MNCs. Especially interesting are the effects of social interaction shaped in the interplay between MNCs’ talent identification and individuals’ identification processes. We discuss empirical research strategies for applying the intersectionality perspective, and managerial implications related to raising intersectionality awareness.
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- Daellenbach, Kate, et al.
(författare)
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Examining the influence of the individual in arts sponsorship decisions
- 2013
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Ingår i: Journal of Nonprofit & Public Sector Marketing. - : Informa UK Limited. - 1049-5142 .- 1540-6997. ; 25:1, s. 81-104
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Tidskriftsartikel (refereegranskat)abstract
- Support from the corporate sector is an important revenue source for many nonprofit organizations. In this article, we consider individual-level influence within the decision making processes of companies as they make decisions concerning nonprofit arts sponsorship. These decisions have often been linked to the influence of a single high-level executive, and the research contained here seeks to better understand the role of the individual in influencing these decisions. Through qualitative multiple-case research the authors find that a single individual, termed the Advocate, is in fact influential. Furthermore, the advocate is determined not by their title or official ranking but by their possession of expert power, a combination of knowledge and the belief of others in that knowledge. In addition, how individuals influence these decisions relates to their application not of gut instinct, but of informed intuition. The paper closes in suggesting new perspectives which will assist in better understanding this role.
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- Drogendijk, Rian, et al.
(författare)
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Walking the cultural distance: in search of direction beyond friction
- 2010
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Ingår i: The Past, Present and Future of International Business and Management. - Bingley (UK) : Emerald. - 9780857240859 ; , s. 189-212
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- What we know is that the concept of cultural distance is frequently used, hotly debated and for many intuitively appealing. Suffering from a series of illusionary properties, it is argued to have outlived its usefulness. What we need to know is how to conceptualize the complexity of culture as a multi-dimensional, multi-level concept, taking context into account to measure quality rather than quantity (or distance). It is our ambition to do justice to the idea that cultural diversity not only leads to friction or problem creation, but also to enrichment and to generation of solutions. We discuss cultural conceptualizations and suggest cultural profiling and cultural positioning as alternative ways of comparing and contrasting critical cultural differences.
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- Herbert, Kendall, et al.
(författare)
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An opportunity for east and west to share leadership: A multicultural analysis of shared leadership preferences in global teams
- 2014
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Ingår i: Asian Business & Management. - : Springer Science and Business Media LLC. - 1472-4782 .- 1476-9328. ; 13:3, s. 257-282
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Tidskriftsartikel (refereegranskat)abstract
- This study investigates the relationship between cultural values and shared leadership preferences, using a sample of 357 potential globally dispersed team members. A significant positive relationship between both horizontal individualism and horizontal collectivism and shared leadership preferences is identified. We also find significant differences in individual-level cultural values between Asian and non-Asian respondents. Shared leadership preferences exhibited fewer differences, suggesting the possibility for sharing leadership in multicultural teams. Our findings add to the literature by detailing the relationship between cultural values and shared leadership preferences, and furthering our understanding of contemporary team leadership preferences among Asians and non-Asians.
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