| 11. |
- Primecz, Henriett, et al.
(author)
-
Cross-cultural management research: Contributions from various paradigms
- 2009
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In: International Journal of Cross Cultural Management. - : SAGE Publications (UK and US). - 1470-5958 .- 1741-2838. ; 9:3, s. 267-274
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Journal article (peer-reviewed)abstract
- Cross-cultural management research has developed under the influence of distinct paradigms and foci and can be organized in diverse streams with their own assumptions, definitions and sometimes methodologies. We use the term cross-cultural management for the compilation of research and practice of cross-national comparisons, intercultural interaction and multiple culture studies, including research that focuses on culture at the national, organisational, and sub-organisational levels. Hence, we pursue two goals with this special issue on 'Contributions from various paradigms'. First, with our editorial introduction, we want to highlight the paradigmatic state of cross-cultural management and stress its imbalance among paradigms as well as its inherent multi-paradigmatic nature, which has not received much attention up to now. More specifically, the included studies are grounded in four different paradigms and provide illustration of less travelled research paths. We hope to further encourage different voices to speak up, and engage in joint discussions and constructive dialogue. We strongly believe that this will further enrich cross-cultural management research and contribute to an improved understanding of important issues. (PsycINFO Database Record (c) 2016 APA, all rights reserved)
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| 12. |
- Primecz, Henriett, et al.
(author)
-
Why is cross-cultural management scholarship blind to power relations? Investigating ethnicity, language, gender and religion in power-laden contexts
- 2016
-
In: International Journal of Cross Cultural Management. - : SAGE Publications (UK and US). - 1470-5958 .- 1741-2838. ; 16:2, s. 127-136
-
Journal article (peer-reviewed)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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| 13. |
- Romani, Laurence
(author)
-
Book Review: Cross-Cultural Management Revisited: A qualitative approach
- 2021
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In: International Journal of Cross Cultural Management. - : SAGE Publications (UK and US). - 1470-5958 .- 1741-2838. ; 21:2, s. 395-397
-
Review (other academic/artistic)abstract
- Cross-Cultural Management Revisited offers an interpretive analysis using national sense-making frames. The authors explain at length and very convincingly through the 16 chapters that there are, indeed, sufficient regularities within a national entity and through time, to talk about persistent cultural references (cultural interpretation frames). Faithful to the interpretivist tradition, they do not pre-define these frames, but rather work on identifying them throughout the narratives of the persons they interview. They explicate how such frames of interpretation are a part of the way we approach and perform everyday work, but also, how these interpretive frames support the premises on which many management tools have developed. In a nutshell, the first element that makes this volume outstanding is that it takes a qualitative interpretivist and inductive approach to the study of national cultures.
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| 14. |
- Smith, Peter B., et al.
(author)
-
Demographic Effects on the Use of Vertical Sources of Guidance by Managers in Widely Differing Cultural Contexts
- 2005
-
In: International Journal of Cross Cultural Management. - : Sage Publications. - 1470-5958 .- 1741-2838. ; 5:1, s. 5-26
-
Journal article (peer-reviewed)abstract
- Data provided by 7380 middle managers from 60 nations are used to determine whether demographic variables are correlated with managers’ reliance on vertical sources of guidance in different nations and whether these correlations differ depending on national culture characteristics. Significant effects of Hofstede’s national culture scores, age, gender, organization ownership and department function are found. After these main effects have been discounted, significant although weak interactions are found, indicating that demographic effects are stronger in individualist, low power distance nations than elsewhere. Significant non-predicted interaction effects of uncertainty avoidance and masculinity-femininity are also obtained. The implications for theory and practice of the use of demographic attributes in understanding effective management procedures in various parts of the world are discussed.
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| 15. |
- Zander, Lena, et al.
(author)
-
Dialogue on Identifying Culture
- 2004
-
In: International Journal of Cross Cultural Management. - 1470-5958 .- 1741-2838. ; 4:3, s. 275-290
-
Journal article (other academic/artistic)
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| 16. |
- Zander, Lena, et al.
(author)
-
When Nationality Matters A Study of Departmental, Hierarchical, Professional, Gender and Age-based Employee Groupings’ Leadership Preferences across 15 Countries
- 2004
-
In: International Journal of Cross Cultural Management. - 1470-5958 .- 1741-2838. ; 4:3, s. 291-315
-
Journal article (peer-reviewed)abstract
- The objective of the study presented in this article is to answer the question of when nationality matters regarding employees’ interpersonal leadership preferences. Based on a literature review, 16 tenure- and demographic-based groupings of employees (four departments, five work positions, five age groups and gender) were identified. Hypotheses were developed regarding whether employee group-based belonging overrides nationalitybased belonging. These were tested across 15 countries and could be rejected for almost all groups due to significant differences in leadership preferences. Although the results concerning three employee groupings: researchers, supervisors and ‘over 55-years-old’ were inconclusive, it was not possible to identify one specific employee grouping that overrode nationality-based belonging. These results contribute to earlier research by refuting the often argued notion that departments, hierarchical work positions, professions, age groups and gender are categories of employees that should be managed as distinct groups with similar leadership preferences across country borders.
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| 17. |
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