Culture, Context, and Managerial Behaviour

2017 ◽  
Author(s):  
Luciara Nardon
Keyword(s):  
Cultural Values ◽  
Organizational Context ◽  
Situated Cognition ◽  
Cross Cultural ◽  
Theory And Practice ◽  
Cognitive Schemas ◽  
Cultural Management ◽  
Global Management ◽  
Physical Setting ◽  
Cross Cultural Management

Cross-cultural interactions do not happen in a vacuum; they happen within an organizational context, with specific actors involved and in a particular physical setting. This chapter draws on a perspective of situated cognition to examine how various layers of context can influence cognitions and behaviours in cross-cultural situations. It proposes that action results from the interaction of cognitive schemas, including cultural values and assumptions, and contextual variables. Context is conceptualized as a multilayered construct including institutional, organizational and situational layers which influences what individuals notice, how they interpret information, and the actions they take. Further, it is argued that the context of global management is malleable and changes as a product of the actions of multiple players. Implications of a focus on context for the theory and practice of cross-cultural management are discussed.

scholarly journals The Influence of Cultural Values on International Business Management and Related Activities

2020 ◽  
Vol 4 (2) ◽  
pp. 47
Author(s):  
Guanyi Zhao ◽  
Yuwei Han ◽  
Yuwen Zhang
Keyword(s):  
Cultural Values ◽  
International Business ◽  
Business Management ◽  
Living Environment ◽  
Cross Cultural ◽  
Cultural Issues ◽  
Cultural Groups ◽  
Cultural Management ◽  
Depth Analysis ◽  
Cross Cultural Management

<p>Cultural values have a wide influence on international business management and its related activities. In people's daily living environment, due to the different culture and education people receive, the growing environment is different, so it can be divided into different groups, resulting in the relationship between each different cultural groups more and more estranged. If there is no correct sense of management, it is difficult to have close communication, and even there will be barriers in communication. This article mainly analyzes the cross-cultural issues, expounds the cultural factors in international business management, enumerates the cultural differences in international business management, and makes an in-depth analysis of the role of cultural values in international business management and related activities. The purpose is to strengthen the management awareness of relevant managers in cross-cultural management.</p>

Changing business culture: theory and practice in typical emerging markets

2011 ◽  
Vol 1 (4) ◽  
pp. 1-24
Author(s):  
Stephanie Jones ◽  
Gregory J. Scott
Keyword(s):  
Emerging Markets ◽  
Organizational Behavior ◽  
International Business ◽  
Emerging Market ◽  
Cross Cultural ◽  
Theory And Practice ◽  
Business Culture ◽  
Content Type ◽  
Cultural Management ◽  
Cross Cultural Management

TitleChanging business culture: theory and practice in typical emerging markets.Subject areaOrganizational behavior, human resources, culture, international business, international entrepreneurship and emerging market studies.Study level/applicabilityMBA and MSc students (and some advanced‐level undergraduates) in an MBA module being taught face‐to‐face in an emerging market context. MBA courses such as managing cultural diversity, cross‐cultural management, organizational behavior, human resource management, international business and business in emerging markets. The exercise is also relevant to teaching the subject of assignment‐ and dissertation‐writing, given the element of data collection and analysis.Case overviewThis exercise is designed to be an MBA class exercise in which students try to answer the question: what are the national cultural characteristics of the typical executive or manager in my country? Are these behaviors as the textbooks describe, or have they changed, especially with economic development?The example of country chosen for the class exercise can be any emerging market country, especially one undergoing significant change. Much of the research on cross‐cultural management conducted in emerging markets was carried out 20 or 30 years ago and the changes in emerging markets have been dramatic since then. It is highly likely, when reaching the results of this exercise, that the culture of the chosen country has indeed changed dramatically, becoming more like a typical developed or “emerged” country. Much of the original cross‐cultural management research was also based on a similar group – employees of US‐based high technology companies, arguably similar to the sample to be involved in our exercise here.Expected learning outcomesNational cultural characteristics can be described and defined in ways which will allow for comparisons, to gain useful insights – and these behaviors are not good or bad, just real and different. Cultures can change or stay the same, due to certain demographic, economic and social influences, which we can study and measure. If we proactively interview colleagues and other contacts to test our understanding of these national culture constructs, we can gain more insights and awareness (rather than just listening to a lecture).Supplementary materialsTeaching notes, student assignment.

The Influence of National Culture on Customer Service Experience

2016 ◽  
pp. 1388-1412
Author(s):  
Ying Ying Liao ◽  
Ebrahim Soltani ◽  
Wei-Yuan Wang
Keyword(s):  
Service Quality ◽  
Cultural Values ◽  
Customer Service ◽  
Cross Cultural ◽  
Cultural Management ◽  
Republic Of China ◽  
Cultural Framework ◽  
Cultural Service ◽  
The Republic ◽  
Cross Cultural Management

Hofstede's cultural framework has been very instrumental in furthering an understanding of cross-cultural management and taken center stage as the dominant cultural paradigm to show respect for norms, values, and management styles across cultures. However, resent research on cross-cultural management suggests to go beyond Hofstede's cultural framework and use non-Western, Asian cultural norms which might provide additional insights into the impact of cultural values on service quality dimensions and the resultant implications for customer expectations and satisfaction. This chapter attends to this call and examines the practice of service quality in hospitality sector in the Republic of China (Taiwan) so it may serve as a reference point against which to interpret the fieldwork data of cross-cultural service quality research and its implications for customers' perceptions towards service quality.

Mobile Methodologies

2019 ◽  
pp. 109-122
Author(s):  
Banu Özkazanç-Pan
Keyword(s):  
Cultural Values ◽  
Cross Cultural ◽  
Nation State ◽  
Place And Space ◽  
Cultural Management ◽  
Nation States ◽  
Starting Point ◽  
New Directions ◽  
Cross Cultural Management ◽  
Over Time

This chapter starts off by noting that transnational approaches contribute a multiscalar understanding and analysis of mobile subjectivities such that attending them to them requires moving beyond comparative lenses. To clarify, a transnational paradigm does not discount the importance of the nation-state but rather, holds is as a precarious achievement and construction made possible by discourses of difference and belonging. Yet the nation-state and thus, ‘cultural values’ as reflections of nation-states cannot be the starting point for an analysis that aims to understand subjectivities that move across scales and the specificity of experiences associated with mobile encounters. This chapter provides examples of work that can attend to these issues under the notion of “mobile methodologies”. Under this approach, researchers move with the research object/subject over time, place and space as needed to understand the assembling of transnational lives, experiences and practices. The chapter contrasts these approaches with existing works within diversity and cross-cultural management research that adopt comparative and static methods that are unable to attend to mobile subjects. In sum, the chapter offers critique and new directions for methodologies that can be used to study transnational subjects.

The Influence of National Culture on Customer Service Experience

2015 ◽  
pp. 203-228
Author(s):  
Ying Ying Liao ◽  
Ebrahim Soltani ◽  
Wei-Yuan Wang
Keyword(s):  
Service Quality ◽  
Cultural Values ◽  
Customer Service ◽  
Cross Cultural ◽  
Cultural Management ◽  
Republic Of China ◽  
Cultural Framework ◽  
Cultural Service ◽  
The Republic ◽  
Cross Cultural Management

Hofstede's cultural framework has been very instrumental in furthering an understanding of cross-cultural management and taken center stage as the dominant cultural paradigm to show respect for norms, values, and management styles across cultures. However, resent research on cross-cultural management suggests to go beyond Hofstede's cultural framework and use non-Western, Asian cultural norms which might provide additional insights into the impact of cultural values on service quality dimensions and the resultant implications for customer expectations and satisfaction. This chapter attends to this call and examines the practice of service quality in hospitality sector in the Republic of China (Taiwan) so it may serve as a reference point against which to interpret the fieldwork data of cross-cultural service quality research and its implications for customers' perceptions towards service quality.

scholarly journals When the ‘well-oiled machine’ meets the ‘pyramid of people:’ Role perceptions and hybrid working practices of middle managers in a binational organization – ARTE

2019 ◽  
Vol 19 (3) ◽  
pp. 251-272 ◽  
Author(s):  
Christoph Barmeyer ◽  
Eric Davoine ◽  
Peter Stokes
Keyword(s):  
Organizational Context ◽  
Middle Managers ◽  
Cross Cultural ◽  
Role Perceptions ◽  
Cultural Management ◽  
Managerial Roles ◽  
Intercultural Adaptation ◽  
Management Roles ◽  
Working Practices ◽  
Cross Cultural Management

This article examines the middle management representations of organization and managerial roles within a specific bicultural organizational context. The argument explores the extant cross-cultural management literature and identifies two predominant positions: a functionalist-stable stance and a dynamically interpretive perspective of culture. Historically, both positions have contributed to understanding management roles and behaviours in different cross-cultural contexts; however, each also possesses limitations. In response, the argument elaborates a multi-paradigmatic model and framework that synergise elements of the respective approaches. An interpretive methodology using a distinctive qualitative case study of the Franco-German collaborative media venture ARTE is developed. The researchers conducted 31 interviews with French and German ARTE middle managers in order to determine their perceptions of middle-manager roles in this context. The article identified differences in managerial role perceptions and behaviours as well as hybrid working practices as a result of intercultural adaptation and learning in addition to implications, limitations and future directions in the study.

scholarly journals Exploring culture as a paradox: complementary QUEUE analysis of cultural values and practices

2019 ◽  
Vol 33 (1) ◽  
pp. 127-142 ◽  
Author(s):  
Sid Lowe ◽  
Astrid Kainzbauer ◽  
Ki-Soon Hwang
Keyword(s):  
Cultural Values ◽  
International Management ◽  
Cross Cultural ◽  
Research Approach ◽  
Communicative Interaction ◽  
Content Type ◽  
Cultural Management ◽  
Symbolic Representations ◽  
Cultural Research ◽  
Cross Cultural Management

Purpose The purpose of this paper is to present the proposition that culture in international management has been dominated by a “Western dualism to measuring culture” (Caprar et al., 2015, p. 1024), which has resulted in severe problems and persistent limitations. The suggestion is that cultural research can be more productively conceived as a paradox involving a duality between two contrasting yet co-determined spheres or domains. Design/methodology/approach The paper provides an outline of culture as a paradox and an outline of a research approach to address the dualities of culture. Findings A cultural duality is described, which involves a paradoxical “yin-yang” relationship between two contrasting yet mutually constituted aspects of the collective mind. One domain, which involves conscious cognitive elements has dominated research characterized by positivism and empirical cross-cultural explorations of phenomenological cultural values. The second, more recondite domain, involves unconscious and embodied cultural phenomena, which are more tacit and hidden in indirect expression through communicative interaction, exchanges of symbolic representations and embodied behaviour in context. Research limitations/implications A methodological duality of qualitative and quantitative mixing in order to provide a bi-focal understanding of both tacit and explicit aspects of culture is proposed as a research agenda. Originality/value The suggestion is that these cultural shadows have been relatively neglected thus far in cross-cultural management research. This means that in order to better comprehend culture as paradox, an equalization of approaches sensitive to both sides of the duality is prescient. In pursuit of this idea, a complementary qualitative analysis directed at more nebulous cultural phenomena is proposed in order to provide a balanced analysis of culture as paradox.

scholarly journals Formation of a Multi-level Model of World Culture as a Response to the Challenges of Globalization

2020 ◽  
Vol 10 (4) ◽  
pp. 38-45
Author(s):  
Yu. P. Ten ◽  
L. V. Prikhodko
Keyword(s):  
Social Philosophy ◽  
Cross Cultural ◽  
Theory And Practice ◽  
Cultural Barriers ◽  
World Culture ◽  
Cultural Management ◽  
Tiered System ◽  
Level Model ◽  
Cross Cultural Management ◽  
Cultural Components

The relevance of the article is due to the theoretical and practical need to rethink the content of the concept of “culture” in the context of the formation of world culture. The authors turn to comparative philosophical studies: concepts, categories, approaches and methods from social philosophy, philosophical anthropology, cross-cultural management, sociology, theory and practice of intercultural communication are used. The key conclusion is the provision that the structuralsystem analysis of culture allows us to represent it as a multi-tiered system, each level of which is interconnected with other levels. Cultural diversity can be thought of as the degree to which there are differences within and between individuals, based on both subjective and objective cultural components. The article substantiates the position that the formation of meanings and meanings common for different peoples and cultures as the upper tier of world culture will contribute to the more effective achievement of mutual understanding by participants in intercultural dialogue by minimizing the degree of influence of cross-cultural barriers.

scholarly journals Cross-cultural management education rebooted

2017 ◽  
Vol 24 (1) ◽  
pp. 125-151 ◽  
Author(s):  
Joerg Dietz ◽  
Stacey R. Fitzsimmons ◽  
Zeynep Aycan ◽  
Anne Marie Francesco ◽  
Karsten Jonsen ◽  
...  
Keyword(s):  
Civil Rights ◽  
Cultural Values ◽  
Design Methodology ◽  
Positive Change ◽  
Cross Cultural ◽  
Content Type ◽  
Cultural Management ◽  
Legal Rules ◽  
Approach To Teaching ◽  
Cross Cultural Management

Purpose Graduates of cross-cultural management (CCM) courses should be capable of both tackling international and cross-cultural situations and creating positive value from the diversity inherent in these situations. Such value creation is challenging because these situations are typically complex due to differences in cultural values, traditions, social practices, and institutions, such as legal rules, coupled with variation in, for example, wealth and civil rights among stakeholders. The paper aims to discuss these issues. Design/methodology/approach The authors argue that a scientific mindfulness approach to teaching CCM can help students identify and leverage positive aspects of differences and thereby contribute to positive change in cross-cultural situations. Findings Scientific mindfulness combines mindfulness and scientific thinking with the explicit goal to drive positive change in the world. Originality/value The authors explain how the action principles of scientific mindfulness enable learners to build positive value from cultural diversity. The authors then describe how to enact these principles in the context of CCM education.

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