Cross-cultural Research in New Zealand Organisations: What We Know and What Needs to Be Addressed

1995 ◽  
Vol 1 (2) ◽  
pp. 14-32 ◽  
Author(s):  
Lee Moya Ah Chong ◽  
David C. Thomas
Keyword(s):  
New Zealand ◽  
Multinational Corporations ◽  
Business Environment ◽  
Two Dimensions ◽  
Cross Cultural ◽  
Target Market ◽  
Research Attention ◽  
Cultural Management ◽  
Cultural Research ◽  
Cross Cultural Management

AbstractBusiness in New Zealand is increasingly global in nature. Additionally, the domestic workforce reflects a unique blend of cultural groups. These factors highlight the need for managers to understand the cross-cultural nature of their task. In this article we review the research on cross-cultural management that has been conducted in New Zealand. Findings in seven topic areas of management (job satisfaction, motivation and performance, absenteeism and turnover, leadership, communication, group behaviour and employee adaptation) are discussed. We then identify areas that might benefit most from research attention.This research was supported in part by the Carnegie Bosch Institute for Applied Studies in International Management. The authors gratefully acknowledge the helpful comments of Kerr Inkson and John Deeks on earlier versions of this manuscriptThe increasingly multicultural nature of the business environment has become widely recognised as a management issue (Adler and Ghadar 1990). New Zealand is neither a large target market (population under 3.5 million) nor is it the headquarters of a large number of multinational corporations. However, because of its geography, it is dependent on international business for its quality of life. Additionally, its unique domestic cultural environment provides a dramatic back drop for cross-cultural management. These two dimensions make cross-cultural management a particularly salient issue in New Zealand.

Cross-cultural Research in New Zealand Organisations: What We Know and What Needs to Be Addressed

1995 ◽  
Vol 1 (2) ◽  
pp. 14-32
Author(s):  
Lee Moya Ah Chong ◽  
David C. Thomas
Keyword(s):  
New Zealand ◽  
Multinational Corporations ◽  
Business Environment ◽  
Two Dimensions ◽  
Cross Cultural ◽  
Target Market ◽  
Research Attention ◽  
Cultural Management ◽  
Cultural Research ◽  
Cross Cultural Management

AbstractBusiness in New Zealand is increasingly global in nature. Additionally, the domestic workforce reflects a unique blend of cultural groups. These factors highlight the need for managers to understand the cross-cultural nature of their task. In this article we review the research on cross-cultural management that has been conducted in New Zealand. Findings in seven topic areas of management (job satisfaction, motivation and performance, absenteeism and turnover, leadership, communication, group behaviour and employee adaptation) are discussed. We then identify areas that might benefit most from research attention.This research was supported in part by the Carnegie Bosch Institute for Applied Studies in International Management. The authors gratefully acknowledge the helpful comments of Kerr Inkson and John Deeks on earlier versions of this manuscriptThe increasingly multicultural nature of the business environment has become widely recognised as a management issue (Adler and Ghadar 1990). New Zealand is neither a large target market (population under 3.5 million) nor is it the headquarters of a large number of multinational corporations. However, because of its geography, it is dependent on international business for its quality of life. Additionally, its unique domestic cultural environment provides a dramatic back drop for cross-cultural management. These two dimensions make cross-cultural management a particularly salient issue in New Zealand.

scholarly journals MANAGING CROSS-CULTURAL DIFFERENCES IN MULTINATIONAL CORPORATIONS OF THAILAND

2018 ◽  
pp. 61-72
Author(s):  
Shiva Rajpal ◽  
Irina Onyusheva
Keyword(s):  
Multinational Corporations ◽  
Geographic Region ◽  
Cross Cultural ◽  
Cultural Management ◽  
Cross Cultural Communication ◽  
Cross Cultural Differences ◽  
Political Ideologies ◽  
The World ◽  
Cross Cultural Management ◽  
Global Project

As corporations expand and their business activities increase, their focus is not limited only to the local geographic region but to the world. This, in turn, has led to the emergence of multinational corporations, sometimes called transnational corporations or even global firms. With the advent of new political ideologies, multinational corporations have found their firm footing all around the world. Having a cross-cultural team can help in providing a varied experience and advanced thinking in the establishment of competitive position among organizations. Definitely, there could be some interference in completing projects due to this diversity but the manager should be better equipped to face this challenge so that to avoid and prevent cultural misunderstandings. In this paper we will try to look at some of the theories related to cross-cultural management and some methods such as motivational training of employees dealing with the related issues. The paper shows that global project management can succeed through culturally aware leadership, cross-cultural communication, and mutual respect.

The Term “Global” in Cross-Cultural Studies

2014 ◽  
pp. 166-208
Author(s):  
Bice Della Piana ◽  
Mario Monteleone
Keyword(s):  
Computational Linguistic ◽  
Cultural Studies ◽  
Textual Analysis ◽  
Cross Cultural ◽  
Cultural Management ◽  
Cultural Research ◽  
Cross Cultural Research ◽  
The World ◽  
Cross Cultural Management ◽  
Cross Cultural Studies

Globalization in its broadest sense is part of the strongest external environmental forces that affect organisations today (Daniels, Radebaugh, & Sullivan, 2011). Despite the “slogan” that globalization is likely to produce homogeneity in various cultures, different civilizations of the world will reassert themselves to preserve their cultural heritages. This means it is necessary to consider the dynamics of the continued interplay between various trends in world cultures and the process of globalization. Moving from these considerations, cross-cultural management research seems to be the natural framework for using the term globalization. Cross-cultural research has received considerable attention by management scholars. The purpose of this study is to understand the connotation of the term “global” used in the context of cross-cultural studies and the enrichment of his meaning in the last four decades. To achieve it, the authors use a computational linguistic tool, namely an automatic textual analysis software, by means of which they locate and extract specific linguistic expressions. This allows retrieval and location of a series of concepts that denote and connote the term “global” over the last four decades.

Communication (Intercultural and Multicultural) at Play for Cross Cultural Management within Multinational Corporations (MNCs)

2016 ◽  
pp. 1781-1811
Author(s):  
Ben Tran
Keyword(s):  
Multinational Corporations ◽  
Cross Cultural ◽  
Cultural Communication ◽  
Cultural Management ◽  
Cross Cultural Communication ◽  
General Management ◽  
The World ◽  
Cross Cultural Management ◽  
Foreign Enterprises ◽  
General Communication

With the globalization of economy, multinational corporations (MNCs) and joint ventures are expanding across the world, and China's vast market is attracting more foreign enterprises. Hence, misunderstanding, or even conflicts in employees' communication and cooperation in these cross-cultural enterprises exist more often than not. Compared with the general management activities, cross-cultural communication is more difficult than the general communication. Therefore, how to overcome the barriers in cross-cultural communication and how to achieve effective communication among employees is a common problem of all cross-cultural aMNCs. Hence, the purpose of this chapter is on communication, intercultural communication and multicultural communication in MNCs. The chapter will cover the meaning of multinational corporations, as well as language and diversity, and the roles that language and diversity play in MNCs. The chapter will conclude with factors to be sensitive about when becoming effective cross cultural managers for MNCs.

Communication (Intercultural and Multicultural) at Play for Cross Cultural Management within Multinational Corporations (MNCs)

2016 ◽  
pp. 62-92 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Multinational Corporations ◽  
Cross Cultural ◽  
Cultural Communication ◽  
Cultural Management ◽  
Cross Cultural Communication ◽  
General Management ◽  
The World ◽  
Cross Cultural Management ◽  
Foreign Enterprises ◽  
General Communication

With the globalization of economy, multinational corporations (MNCs) and joint ventures are expanding across the world, and China's vast market is attracting more foreign enterprises. Hence, misunderstanding, or even conflicts in employees' communication and cooperation in these cross-cultural enterprises exist more often than not. Compared with the general management activities, cross-cultural communication is more difficult than the general communication. Therefore, how to overcome the barriers in cross-cultural communication and how to achieve effective communication among employees is a common problem of all cross-cultural aMNCs. Hence, the purpose of this chapter is on communication, intercultural communication and multicultural communication in MNCs. The chapter will cover the meaning of multinational corporations, as well as language and diversity, and the roles that language and diversity play in MNCs. The chapter will conclude with factors to be sensitive about when becoming effective cross cultural managers for MNCs.

scholarly journals Towards a Comprehensive Procedure for Developing Measurement Scales for Cross-Cultural Management Research

2013 ◽  
Vol 17 (2) ◽  
pp. 150-163 ◽  
Author(s):  
Marco Caramelli ◽  
Fons J. R. van de Vijver
Keyword(s):  
Multinational Corporations ◽  
State Of The Art ◽  
Cross Cultural ◽  
Management Research ◽  
Measurement Scales ◽  
Cultural Management ◽  
Comparative Management ◽  
New Instrument ◽  
Confirmatory Factor ◽  
Cross Cultural Management

A procedure for developing and testing measurement scales for use in cross-cultural comparative management research is described. The procedure emphasizes the combination of adequate instrument design if a new instrument is used or adequate adaptation procedures if working with an existing instrument and state-of-the-art statistical analyses (notably multigroup confirmatory factor analysis) to test the adequacy of the scales in all groups. The procedure is illustrated in a study of competitive orientation among French, Mexican, US and Italian employees of multinational corporations.

scholarly journals How Chinese Multinational Corporations Solve Cross-cultural Conflicts in Internationalization -- A Case Study of SAIC's Merging of Ssangyong Motor

2021 ◽  
Vol 8 (5) ◽  
pp. 137-156
Author(s):  
Yejian Zhou
Keyword(s):  
Multinational Corporations ◽  
Corporate Culture ◽  
Multinational Enterprises ◽  
Cross Cultural ◽  
Cultural Management ◽  
Cultural Conflicts ◽  
The Cross ◽  
Cross Cultural Management ◽  
The Cost

In the context of globalization, the number of cross-cultural enterprises is increasing, making cross-cultural management of enterprises, especially cross-cultural conflicts, becoming prominent and urgent to be solved. Combined with the case of SAIC's merger and acquisition (M&A) of Ssangyong, this paper uses several methods, including case analysis, logical analysis, induction analysis, and qualitative analysis to evaluate the causes, consequences of and solutions to cross-cultural conflicts, so as to reduce the cost of the cross-cultural transaction of multinational enterprises, and further display enlightenment significance for Chinese multinational enterprises. This paper firstly reviews the case of the cross-cultural conflicts in the M&A of Ssangyong by SAIC and expounds on the multi-facet cross-cultural conflicts in the M&A process, such as corporate culture conflicts, values conflicts, etc. Then through the differences in national culture, corporate culture, and the actual situation of both sides of SAIC Ssangyong, the paper analyzes the causes of cross-cultural conflicts and elaborates on their influence on the transnational operation after M&A and possible measures taken by SAIC. Finally, the paper provides suggestions for China's transnational M&A enterprises through the analysis of the effect of countermeasures to solve cross-cultural conflicts and reduce transaction costs.

The Term “Global” in Cross-Cultural Studies

2014 ◽  
pp. 1288-1329
Author(s):  
Bice Della Piana ◽  
Mario Monteleone
Keyword(s):  
Computational Linguistic ◽  
Cultural Studies ◽  
Textual Analysis ◽  
Cross Cultural ◽  
Cultural Management ◽  
Cultural Research ◽  
Cross Cultural Research ◽  
The World ◽  
Cross Cultural Management ◽  
Cross Cultural Studies

Globalization in its broadest sense is part of the strongest external environmental forces that affect organisations today (Daniels, Radebaugh, & Sullivan, 2011). Despite the “slogan” that globalization is likely to produce homogeneity in various cultures, different civilizations of the world will reassert themselves to preserve their cultural heritages. This means it is necessary to consider the dynamics of the continued interplay between various trends in world cultures and the process of globalization. Moving from these considerations, cross-cultural management research seems to be the natural framework for using the term globalization. Cross-cultural research has received considerable attention by management scholars. The purpose of this study is to understand the connotation of the term “global” used in the context of cross-cultural studies and the enrichment of his meaning in the last four decades. To achieve it, the authors use a computational linguistic tool, namely an automatic textual analysis software, by means of which they locate and extract specific linguistic expressions. This allows retrieval and location of a series of concepts that denote and connote the term “global” over the last four decades.

The Effects of Culture on Planning and Technology in the Internationalisation of Medellín’s SMEs

2013 ◽  
pp. 365-383 ◽  
Author(s):  
Luis Bustamante
Keyword(s):  
Small And Medium Enterprises ◽  
Emerging Market ◽  
Cultural Influences ◽  
Business Environment ◽  
Cross Cultural ◽  
Global Business ◽  
Cultural Management ◽  
Education Levels ◽  
Cross Cultural Management ◽  
Medium Enterprises

As an emerging market, global business is of greatest importance in Colombia and several efforts are implemented to keep up with the international competitive environment. However, these efforts should be accompanied with the development of entrepreneurial capabilities in a wide range of ambits, among others, cross-cultural management. This chapter describes cultural influences in internationalisation activities of Medellin’s small and medium enterprises based on original research results using descriptive multi-case methods within five companies and documentary review of business publications. It starts with an overview of the Colombian SME and cross-cultural management theories; then, the cultural influences on planning and internationalisation are listed, suggesting that systematic plans during internationalisation are not followed and technology tools are not properly seized due to management styles, a changing business environment, and small education levels.

The Effects of Culture on Planning and Technology in the Internationalisation of Medellín’s SMEs

2014 ◽  
pp. 758-776
Author(s):  
Luis Bustamante
Keyword(s):  
Small And Medium Enterprises ◽  
Emerging Market ◽  
Cultural Influences ◽  
Business Environment ◽  
Cross Cultural ◽  
Global Business ◽  
Cultural Management ◽  
Education Levels ◽  
Cross Cultural Management ◽  
Medium Enterprises

As an emerging market, global business is of greatest importance in Colombia and several efforts are implemented to keep up with the international competitive environment. However, these efforts should be accompanied with the development of entrepreneurial capabilities in a wide range of ambits, among others, cross-cultural management. This chapter describes cultural influences in internationalisation activities of Medellin’s small and medium enterprises based on original research results using descriptive multi-case methods within five companies and documentary review of business publications. It starts with an overview of the Colombian SME and cross-cultural management theories; then, the cultural influences on planning and internationalisation are listed, suggesting that systematic plans during internationalisation are not followed and technology tools are not properly seized due to management styles, a changing business environment, and small education levels.

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