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Cases in critical cross-cultural management: an intersectional approach to culture
- 2020
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Samlingsverk (redaktörskap) (övrigt vetenskapligt/konstnärligt)abstract
- This book is a collection of 16 empirical cases in critical Cross-Cultural Management (CCM). All cases approach culture in CCM beyond national cultures, and all examine power as an integrative part of any cross-cultural situation. The cases also consider diversity in the sense of culturally or historically learned categorizations of difference (such as gender, race, ethnicity, religion and class), and acknowledge how diversity categories might differ across cultures. Furthermore, each case suggests a specific method or concept for improving upon the situation. Out of this approach, novel insights emerge: we can see how culture, power and diversity categories are inseparable, and we can understand how exactly this is the case. The uses and benefits of this book are thus both conceptual and methodological; they emerge at the intersections of Critical CCM and diversity studies. All cases also discuss implications for practitioners and are suitable for teaching.Mainstream CCM often limits itself to comparative models or cultural dimensions. This approach is widely critiqued for its simplicity but is equally used for the exact same reason. Often, academics teach this approach whilst cautioning students against implementing it, and this might be simply due to a lack of alternatives. Through means of rich empirical cases, this book offers such an alternative.Considering the intersections of culture, diversity and power enables students, researchers and practitioners alike to see ‘more’ or ‘different’ things in the situation, and then come up with novel approaches and solutions that do justice to the realities of culture and diversity in today’s (and the future's) management and organizations. The chapters of this book thus offer concepts and methods to approach cross-cultural situations: the conceptual gain lies in bringing together CCM and (critical) diversity studies in an easily accessible manner. As a methodological contribution, the cases in this book offer the concise tools and methods for implementing an intersectional approach to culture.
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| 3. |
- Mahadevan, Jasmin, et al.
(författare)
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Introduction : why study CCM in intersection?
- 2020
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Ingår i: Cases in critical cross-cultural management: an intersectional approach to culture. - New York : Routledge. - 9781351121064 - 9780815383482 ; , s. 1-11
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Bokkapitel (övrigt vetenskapligt/konstnärligt)
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- Primecz, Henriett, et al.
(författare)
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Why is cross-cultural management scholarship blind to power relations? Investigating ethnicity, language, gender and religion in power-laden contexts
- 2016
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Ingår i: International Journal of Cross Cultural Management. - : SAGE Publications (UK and US). - 1470-5958 .- 1741-2838. ; 16:2, s. 127-136
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Tidskriftsartikel (refereegranskat)abstract
- Cross-cultural management research made an international breakthrough from a macro-comparative perspective with the seminal work of Hofstede. The main purpose of early research in this field was to put forward the idea that culture had an influence on organizations, business and management. Yet, by now, the awareness that culture and cultural differences play their role has become a part of the organizational and managerial body of knowledge. Hence, the current question to be investigated is how exactly culture – or the perception of cultural differences – becomes important and meaningful in complex and often paradoxical situations. This question is based on the understanding that the cultural context of every given situation, interaction or organization might be characterized by multiple elements, dormant or salient cultural identities, complex and fluid processes of meaning making and more. This special issue contributes to this new development in the field of cross-cultural management.
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- Romani, Laurence, et al.
(författare)
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Critical Cross-Cultural Management : Outline and Emerging Contributions
- 2018
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Ingår i: International Studies of Management and Organization. - : Taylor & Francis (Routledge): SSH Titles. - 1558-0911 .- 0020-8825. ; 48:4, s. 403-418
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Tidskriftsartikel (refereegranskat)abstract
- Critical perspectives on cross-cultural management (CCM) are increasingly present in our research community; however, they are spread over multiple research fields (e.g., international business, International Human Resource Management (IHRM), diversity, and gender and/or race studies). Critical researchers tend to have agendas and foci that address topics others consider beyond CCM’s scope, such as gender in intercultural training, religion in the multi-cultural workplace, or the relationship between CCM knowledge and the military. We intend to sketch here the contours of this stream of research we call critical CCM and to clarify the broadly shared research studies’ agenda. By using Burrell and Morgan (1979 Burrell, G., and G. Morgan. 1979. Social Paradigms and Organizational Analysis: Elements of the Sociology of Corporate Life. Portsmouth, NH: Heinemann Educational Books. [Google Scholar]) matrix and stressing critical studies’ inspirations in two paradigms, radical structuralism and radical humanism, we propose a paradigmatic positioning of the studies. Subsequently, we articulate Critical CCM research agenda around denaturalization, reflexivity, and emancipation. We conclude by asserting a critical performative agenda in a dialog with practitioners. In brief, our ambition is to specifically outline Critical CCM research and show its emergent contribution to CCM research.
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- Romani, Laurence, et al.
(författare)
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Methods of Critical Cross-cultural Management
- 2020
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Ingår i: The SAGE Handbook of Contemporary Cross-Cultural Management. - : SAGE Publications Ltd. - 9781526441324 ; , s. 141-155
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Bokkapitel (refereegranskat)abstract
- Two important streams of cross-cultural management (CCM) studies define culture in terms of either values or meanings. These are the positivist and interpretivist streams (see Sackmann, in this volume, as well as GertsenXX1Zølner, in this volume). In contrast to these, this chapter is positioned in the ‘critical CCM’stream (see Romani et al., Chapter 3 in this volume), inspired by the critical management studies initially formulated by Alvesson and Willmott (1992). This critical perspective questions the essentialist and naturalist view of cultural differences (building on values or meanings). We argue that these views are neither ‘natural’nor ‘essential’–that is, they do not represent the central aspect to be investigated in intercultural interactions. For example, in a corporate situation in which a manager of Israeli origin is leading a team of salespeople positioned in Iran, there might be additional aspects beyond national value differences that shape their intercultural interactions; even more so if the manager is a conservative Jewish person of Russian origin.
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