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| 2. |
- Coldwell, David, et al.
(author)
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Learning organizations without borders? : A cross-cultural study of university HR practitioners' perceptions of the salience of Senge's five disciplines in effective work outcomes
- 2012
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In: International Journal of Cross Cultural Management. - : Sage Publications. - 1470-5958 .- 1741-2838. ; 12:1, s. 101-114
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Journal article (peer-reviewed)abstract
- The learning organization has been put forward as an effective way of conflict management through the adoption of the disciplines of personal mastery, mental models, team learning, systems thinking and shared vision (O’Keefe and Stewart, 2004; Fisher-Yoshida, 2005), but this depends to a large extent on the transferability of the concept cross-culturally (Fisher-Yoshida, 2005). This paper investigates the transferability of the learning organization concept in British, German and South African contexts with a sample of university-based human resource (HR) management employees. Specifically, the paper investigates the comparative importance of Senge’s (1990) learning organization disciplines in generating effective work outcomes among HR employees in three different national cultural contexts. It is suggested that the importance of the learning disciplines in different countries may be influenced by prevailing cultural differences. The study interrogates the notion that the model provides a globally relevant tool for general applications in effective workoutcomes. A survey was conducted utilizing HR practitioners employed by three separate universities in three countries (the United Kingdom, South Africa and Germany). Specific measuring instruments were constructed to operationalize Senge’s (1990) model. Results suggest influences of national culture on emphases put on specific aspects of the five disciplines in effective work outcomes.
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| 3. |
- Cordeiro, Cheryl Marie, 1975
(author)
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Using systemic functional linguistic metafunction as a tool in identifying Agency in organizational change in cross-cultural management contexts
- 2017
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In: International Journal of Cross Cultural Management. - : SAGE Publications. - 1470-5958 .- 1741-2838. ; 17:1, s. 125-135
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Journal article (peer-reviewed)abstract
- © The Author(s) 2017. This contribution addresses the echoing sentiment that the function of language is not enough focused on in management as an academic discipline even as it is acknowledged that language lies at the heart of international business (IB) activities that take place in cross-cultural management (CCM) contexts. Organizations operate in contexts of uncertainty and change, finding themselves increasingly having to navigate in cross-cultural environments in the context of globalization and international management. Yet, few studies outside the field of applied linguistics (especially discourse analysis) have used language as an instrumental tool in uncovering the subtle workings of influence in organizational change. Scholastic literature in CCM suggests that language in IB is generally studied in two broad dimensions of inquiry - language as (i) object/phenomenon (nature of language) and as (ii) process/function (nature of meaning from language). Because organizational change can be difficult to define when looking at it as a broad process over time, this article addresses the latter nature of language in CCM and IB studies in illustrating how language metafunctions can be used as a methodological tool in analysing qualitative data in order to uncover Agency or actors of influence in processes of organization change in a cross-cultural working context.
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| 4. |
- Correa da Cunha, Henrique, et al.
(author)
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Toward a more in-depth measurement of cultural distance : A re-evaluation of the underlying assumptions
- 2022
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In: International Journal of Cross Cultural Management. - London : Sage Publications. - 1470-5958 .- 1741-2838. ; 22:1, s. 157-188
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Journal article (peer-reviewed)abstract
- Some 20 years ago, Shenkar (2001) criticized several of the underlying assumptions of the cultural distance (CD) construct. Despite this, researchers continue to use the same metric which fails to address many of the underlying problems. As a result, CD studies seem to generate results which are often contradictory. Rather than rejecting the distance metaphor, the main objective of this study is to provide a more in-depth measure of CD that addresses the assumptions of linearity, symmetry, equivalence, and discordance. We propose that, while the size of the cultural distance between home and host countries may be relevant for some dimensions, it is incomplete, as it does not account for the distinct characteristics of the cultural dimensions, the direction toward countries with different profiles and the contextual settings of the study. We test our hypotheses on a sample from the Orbis database consisting of foreign subsidiary firms from Latin America, other emerging markets from outside the region, and from developed countries operating in 10 of the largest economies in Latin America. Our dataset includes 4226 firm-year observations and a combination of 168 home and host countries. Latin America provides a suitable context for this study, not only because of the diversity of firms from different contexts operating in the region, but also because the region allows us to investigate the influence of home country history and tradition on firms’ ability to conduct business in different cultural contexts. Our assessment of CD shows in a precise manner that size together with direction might be adequate for describing the effects of some dimensions of CD on firm performance, while for other dimensions, it is clearly a matter of country profile. By combining our metric with different national culture frameworks, future studies would be able to complement and strengthen our findings and conclusions. © The Author(s) 2022.
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| 5. |
- Fang, Tony
(author)
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A critique of Hofstede’s fifth national culture dimension
- 2003
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In: International Journal of Cross Cultural Management. - : SAGE Publications. - 1470-5958 .- 1741-2838. ; 3:3, s. 347-368
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Journal article (peer-reviewed)abstract
- Using indigenous knowledge of Chinese culture and philosophy, this article critiques Geert Hofstede’s fifth national culture dimension, i.e. ‘Confucian dynamism’, also referred to as ‘long-term orientation’. The basic premise on which the dimension is founded is scrutinized and the way in which this index has been constructed is assessed in detail. It is argued that there is a philosophical flaw inherent in this ‘new’ dimension. Given this fatal flaw and other methodological weaknesses, the usefulness of Hofstede’s fifth dimension is doubted. The article concludes by calling for new visions and perspectives in our cross cultural research.
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| 7. |
- Holgersson, Charlotte, et al.
(author)
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Executive search as ethnosociality : A cross-cultural comparison
- 2016
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In: International Journal of Cross Cultural Management. - : SAGE Publications. - 1470-5958 .- 1741-2838. ; 16:2, s. 153-169
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Journal article (peer-reviewed)abstract
- In this article, we explore how executive search consultants in Austria, Finland and Sweden address ethnicity. Our findings suggest that while consultants working in these different sociocultural settings may attribute different meanings to ethnicity, they share a tendency to evade questions of ethnicity with regard to the search process. We specify three discursive practices that serve to eliminate questions of ethnicity from executive search: constructing whiteness as self-evident, constructing varieties of whiteness (articulating deficiency and lack for those not belonging to Us), and distancing responsibility for the current situation to clients and society. In view of these findings, we argue that executive search can be understood as an arena for ethnosociality that stops cultural diversity at the door of management suites and serves to undermine efforts to promote cross-cultural understanding in organizations. Our study indicates that sustaining whiteness as a privileged ethnicity takes multiple forms. While executive search consultants play an important role in these processes, it is suggested that they inherit a more fundamental problem in society and they have few opportunities to change the ethnic status quo at the top.
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| 8. |
- Holmquist, Carin, et al.
(author)
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Identifying Cultural Bases in Different Organizational Contexts : Case studies of three Swedish multinational companies
- 2004
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In: International journal of cross cultural management. - : SAGE Publications. - 1470-5958 .- 1741-2838. ; 4:3, s. 355-369
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Journal article (peer-reviewed)abstract
- In this article we discuss how culture is perceived by managers in three Swedish multinational companies. The cases show that empirical notions of culture build on perceived differences in organizational, national and technical characteristics. Theory thatapplies to the different bases of cultural perceptions generated in the case studies is presented and discussed. We conclude with a framework describing culture as a system of meanings, carried by individuals, that interprets a group’s situation to itself. This system has functional, social and spatial bases simultaneously, although one base may dominate.
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| 9. |
- Jönsson, S., et al.
(author)
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Social climate and job control as mediators between empowering leadership and learning from a cross-cultural perspective
- 2015
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In: International Journal of Cross Cultural Management. - : SAGE Publications. - 1470-5958 .- 1741-2838. ; 15:2, s. 135-149
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Journal article (peer-reviewed)abstract
- The purpose of this article is to examine the direct effects of empowering leadership on learning and the indirect or mediating role of social climate and job control from a cross-cultural perspective. Questionnaires were distributed to two furniture retail stores in Sweden and two stores in China belonging to the same company. The final sample consisted of 483 participants from the Chinese and 254 participants from the Swedish stores. The results of the structural equation modeling showed that there was a direct relationship between empowering leadership and learning (both in the Chinese and the Swedish sample). The study also showed that social climate had a mediating effect of empowering leadership and learning (both in the Chinese and the Swedish sample). In addition, the result indicated that job control had a mediating effect (Swedish sample). The model explained 38% of the variance in learning among the Chinese sample and 62% in the Swedish. This indicates that the tested factors are highly relevant in the context of learning. Despite some methodological limitations such as the cross-sectional design and problems with acquiescence in responses, the results indicate the complexity of the role of culture in organizational behavior. Managers working in increasingly globalized contexts need to take into consideration that some organizational behaviors gradually become more universal, whereas others remain culturally contingent. This article illustrates the complex relationship between leadership behavior, social climate, job control, and learning in the same corporate culture but in different cultural settings. © SAGE Publications.
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| 10. |
- Jönsson, Sandra, et al.
(author)
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Social climate and job control as mediators between leadership and learning from a cross-cultural perspective
- 2015
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In: International Journal of Cross Cultural Management. - : Sage Publications. - 1470-5958 .- 1741-2838. ; 15:2, s. 135-19
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Journal article (peer-reviewed)abstract
- The purpose of this article is to examine the direct effects of empowering leadership on learning and the indirect or mediating role of social climate and job control from a cross-cultural perspective. Questionnaires were distributed to two furniture retail stores in Sweden and two stores in China belonging to the same company. The final sample consisted of 483 participants from the Chinese and 254 participants from the Swedish stores. The results of the structural equation modeling showed that there was a direct relationship between empowering leadership and learning (both in the Chinese and the Swedish sample). The study also showed that social climate had a mediating effect of empowering leadership and learning (both in the Chinese and the Swedish sample). In addition, the result indicated that job control had a mediating effect (Swedish sample). The model explained 38% of the variance in learning among the Chinese sample and 62% in the Swedish. This indicates that the tested factors are highly relevant in the context of learning. Despite some methodological limitations such as the cross-sectional design and problems with acquiescence in responses, the results indicate the complexity of the role of culture in organizational behavior. Managers working in increasingly globalized contexts need to take into consideration that some organizational behaviors gradually become more universal, whereas others remain culturally contingent. This article illustrates the complex relationship between leadership behavior, social climate, job control, and learning in the same corporate culture but in different cultural settings.
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