Applying cultural intelligence to religious symbols in multinationals

2017 ◽  
Vol 24 (2) ◽  
pp. 365-382 ◽  
Author(s):  
Sharon L. O’Sullivan
Keyword(s):  
Knowledge Sharing ◽  
Cultural Intelligence ◽  
Value Conflict ◽  
Un Global Compact ◽  
Content Type ◽  
International Media ◽  
Cultural Management ◽  
Religious Symbols ◽  
Cross Cultural Management ◽  
Economic Need

Purpose The purpose of this paper is to describe how religious symbols might impede employees’ motivational cultural intelligence (CQ) in some international contexts, and how multinational managers might employ this knowledge to respond in a manner that mitigates risks to knowledge sharing. Design/methodology/approach The paper uses several theories (e.g. CQ, social categorization, expectancy, and contact theories) to develop a conceptual model about the nature of the risk to employees’ motivational CQ. It then draws on models of acculturation to explore how multinational corporation managers might respond. Findings It is conjectured that the salience of religious-based value conflict, learned both vicariously and through direct experiences, will adversely impact motivational CQ, and that the introduction of religious symbols may exacerbate this relationship. A framework of possible interventions is offered, and each intervention approach is evaluated in terms of how it may mitigate or exacerbate the risks raised by the model. Research limitations/implications The proposed model requires empirical validation. Practical implications Multinationals are advised how (and why) to treat the preservation of motivational CQ as central to any intervention in the conflict over religious symbols. Social implications An uninformed response to controversy over religious symbols could impede knowledge sharing and potentially exacerbate broader societal tensions (UN Global Compact, 2013). Therefore, this paper addresses a clear socio-economic need. Originality/value Controversy over the use of religious symbols in the workplace has generated considerable international media attention, but has been neglected by cross-cultural management research.

A comprehensive examination of antecedents of cultural intelligence amongst students

2019 ◽  
Vol 34 (2) ◽  
pp. 245-262
Author(s):  
Raavee Kadam ◽  
Srinivasa Rao ◽  
Waheed Kareem Abdul ◽  
Shazi Shah Jabeen
Keyword(s):  
Intercultural Competence ◽  
Cultural Intelligence ◽  
Study Data ◽  
Content Type ◽  
Cultural Management ◽  
Third Culture Kid ◽  
Moderation Model ◽  
Cross Cultural Management ◽  
Using Data ◽  
The Impact

Purpose The purpose of this paper is to investigate the various antecedents that impact the development of cultural intelligence (CQ) among students. The study also explores how growing up as a third culture kid (TCK) or a monoculture kid (MCK) impacts the relationship between the antecedents and CQ. Design/methodology/approach Using data from 307 students consisting of both TCKs and MCKs, the authors test the direct effects and moderation model amongst the antecedents and CQ. Convenience sampling was employed to choose the participants for the study. Data were collected using a structured questionnaire and administered to the students via e-mail. Findings The results indicated that short-term trips abroad, undertaking a cross-cultural management course, local culture proficiency, watching films from other cultures, language of work proficiency, having friends from other cultures and interaction with people from different nationalities had a significant effect on CQ. Practical implications This study provides a list of variables that facilitate the development of intercultural competence amongst students, which can be used as a base by academic institutions to develop various courses, classroom activities and university programs. Also, classifying students as TCKs and MCKs helps us understand which CQ antecedents are more important for which category of students. Originality/value This is one of the first studies on antecedents of CQ, which explores the impact of being a TCK or MCK on the development of students’ CQ.

Impact of linguistic ostracism on knowledge sharing, hiding and hoarding and the moderating role of cultural intelligence

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Jamal Albana ◽  
Mehmet Yeşiltaş
Keyword(s):  
Knowledge Sharing ◽  
Cultural Intelligence ◽  
Causal Link ◽  
Equation Modeling ◽  
Content Type ◽  
Knowledge Hoarding ◽  
Knowledge Hiding ◽  
The Impact ◽  
Moderating Role

PurposeDrawing on the theory of belongingness, this study scrutinizes the impact of linguistic ostracism on knowledge sharing, knowledge hiding and knowledge hoarding and the moderating role of cultural intelligence (CQ) in a diverse and multi-cultural work setting.Design/methodology/approachA two-phase sampling of judgmental and random sampling techniques was used to recruit local and foreign workers in the Jordanian service industry. The present study empirically analyzes the sample of 394 employees' responses by applying variance-based structural equation modeling (VB-SEM).FindingsVB-SEM results indicate that linguistic ostracism lessens knowledge sharing behavior and heightens knowledge hiding and hoarding. CQ moderates two of the said associations, specifically by buffering the causal link between linguistic ostracism and knowledge hiding, as well as linguistic ostracism and knowledge hoarding. Consequently, CQ did not moderate the causal link between linguistic ostracism and knowledge sharing.Practical implicationsThe study's findings can help managers and decision-makers in such workplaces better understand the deleterious effects of linguistic ostracism and how CQ functions as a buffer. The study concludes with theoretical and managerial implications.Originality/valueVery few investigations have been conducted to determine the consequences of linguistic ostracism in today's multi-cultural and diverse work environment. This paper is among the first to unveil the association of linguistic ostracism and CQ with various knowledge management (KM) concepts.

scholarly journals From cultural differences to cultural globalization: towards a new research agenda in cross-cultural management studies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mehdi Boussebaa
Keyword(s):  
Social Sciences ◽  
Cultural Differences ◽  
Research Agenda ◽  
Cross Cultural ◽  
Professional Service ◽  
Content Type ◽  
Cultural Management ◽  
Cultural Globalization ◽  
Cross Cultural Management ◽  
The Impact

Purpose This paper responds to calls for a new raison d’être in the field cross-cultural management (CCM) and culture-sensitive studies of international business (IB) more broadly. It argues that one way of addressing the crisis of confidence in the field is to develop a line of inquiry focussed on corporate-driven cultural globalization. This paper also proposes a theoretical approach informed by international political economy (IPE) and postcolonial theory and outlines a research agenda for future work on cultural globalization. Design/methodology/approach The paper is a desk-based analysis that draws on relevant research in the wider social sciences to insert cultural globalization into the CCM/IB field’s intellectual project. Findings The paper finds the field of CCM and culture-sensitive IB studies more broadly to be almost exclusively focussed on studying the impact of cultural differences. Surprisingly, little attention has been devoted to the phenomenon of corporate-driven cultural globalization. Research limitations/implications The paper redirects the field and presents a research agenda, calling for studies on the role of four related actors in cultural globalization: MNEs, global professional service firms, business schools and CCM/IB researchers themselves. Practical implications CCM/IB scholars may be able to reorient themselves towards the phenomenon of cultural globalization and, in so doing, also seize an opportunity to contribute to important debates about it in the wider social sciences. Originality/value The paper suggests possibilities for renewal by redirecting CCM/IB towards the study of cultural globalization and by encouraging the field to develop a postcolonial sensibility in future research on the phenomenon.

Flexible identities and cross-border knowledge networking

2016 ◽  
Vol 12 (4) ◽  
pp. 318-330 ◽  
Author(s):  
Fiona Moore
Keyword(s):  
Ethnic Identity ◽  
Participant Observation ◽  
Real Life ◽  
Knowledge Networks ◽  
Professional Networks ◽  
Content Type ◽  
Cultural Management ◽  
Taiwanese People ◽  
Cross Cultural Management ◽  
Insight Into

Purpose This paper aims to explore and discuss the use of the flexible, discursive nature of ethnic identity as a means of facilitating the construction and use of transnational knowledge networks. Design/methodology/approach This paper examines the influence of “intangibles” on international business (IB), using a case study examining how Taiwanese people in London construct and use their professional networks for knowledge management. The methodology is ethnographic, including participant-observation, interviews and archival research. Findings Taiwanese businesspeople in London used their ethnic identity for networking, not only within the Taiwanese community, but also combined different identities to network through different groups. The findings suggest that the flexible nature of identity provides a means by which knowledge networks can be constructed across borders, providing insight into the actual processes through which knowledge is transferred in IB. Research limitations/implications An identity approach can add a more nuanced analysis of real-life situations to the more traditional culture-focused approach. Greater methodological variety is needed if IB studies are to incorporate more complex perspectives on cross-cultural management, and to develop this study’s conclusions. Practical implications Managers who are aware of the complexities of ethnic identity can exploit these among themselves and their employees to seek out new sources of knowledge. Originality/value This paper provides insight into the means and processes through which transnational networks are constructed and knowledge shared across borders, and the seldom-analysed role of identity, in this case ethnic identity, in these phenomena.

Y International Group (YIG): Surviving Vietnam's anti-China riots in 2014

2015 ◽  
Vol 5 (5) ◽  
pp. 1-7
Author(s):  
Xiaojia Guo ◽  
Hao Chen ◽  
Peng Jiang
Keyword(s):  
Decision Making ◽  
Business Ethics ◽  
Bounded Rationality ◽  
Business Communication ◽  
Cross Cultural ◽  
Content Type ◽  
Cultural Management ◽  
Effective Manner ◽  
Management Concepts ◽  
Cross Cultural Management

Subject area This case describes a real-time crisis experienced by the co-founder (Mr Yang) of a multi-national Chinese company operating in Vietnam during the 2014 Vietnam riot. After the strike broke out, Mr Yang made several critical decisions to protect and save both his factory and employees. Study level/applicability This case is applicable to graduate-level management courses such as: Business ethics, Decision-making, Business Communication and Cross-Cultural Management. Students should have some knowledge in Decision-Making concepts (e.g. “bounded rationality”); in Cross-Cultural Management concepts (e.g. “culture norms”); and in Strategic management theory such as “institution-based view” (e.g. formal vs informal institutions). Case overview Part A of the case introduces the main character (Mr Yang) and his factory in Vietnam, the escalation of the strike and the course of the crisis. It also elaborates the important critical decisions Mr Yang made to save both his factory and employees. Part B of the case describes the rescue of Mr Yang and his Chinese employees, his actions after the crisis and strategic positioning in future business. Part C of the case introduces the aftermath of the riot and Mr Yang's reflection regarding the crisis. Expected learning outcomes The instructors may emphasize different learning objectives in different courses. Business Ethics: help the students learn to recognize, clarify, speak and act on their values when conflicts arise. Decision-Making: helps the students understand the logic of sense-making in crisis and the concept of bounded rationality. Business Communication: helps the students learn to raise issues in an effective manner and learn to deliver their own responses effectively. Cross-Cultural Management: helps the students identify and analyze the many ways in which managers can voice and implement their values in the face of critical moments in a different cultural environment. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Work design expectations of Japanese MNCs’ local managers in English-speaking and Far East cultural clusters – USA, Thailand and India

2020 ◽  
Vol 39 (9/10) ◽  
pp. 1057-1071
Author(s):  
Ashok Ashta
Keyword(s):  
Lived Experience ◽  
International Business ◽  
Far East ◽  
Cross Cultural ◽  
Work Design ◽  
Content Type ◽  
Cultural Management ◽  
Cross Cultural Management ◽  
Overseas Subsidiaries ◽  
Management Scholarship

PurposeThe importance of work design to organizational engagement and firm performance is increasingly recognized in management scholarship. For international business, a majority of variation in work design based on national cultures is addressed through cross-cultural management scholarship. However, there is a paucity of qualitative research on the influences international business human resource managers face for work design in the intercultural environment of overseas subsidiaries. The purpose of this interpretivist study was to examine the lived experience of overseas subsidiaries’ local managers to surface a more nuanced understanding of their expectations and related implications for work.Design/methodology/approachEmpirical research was conducted through semistructured in-depth interviews with senior managers of subsidiaries of Japanese MNCs in USA, Thailand and India.FindingsThe findings of the study develop and extend on prior cross-cultural management scholarship on world cultural clusters revealing changed expectations of work in intercultural work environments as instantiated by Japanese MNCs.Social implicationsThrough engaging work design, international businesses can contribute to the United Nations Sustainable Development Goal 8 that pertains to decent work.Originality/valueThe study adds to extant understanding of the work design antecedent to engagement by broadening to intercultural environment impacts understanding facilitated by empirical lived experience data and suggesting a modification to extant theory. This study pioneers in taking world cultural clusters as the field for evaluating data.

Postulation of India-Japan Vedic-Buddhist cross-cultural management cluster: conceptualizing a spiritual philosophy-based explanation for emerging theory

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ashok Ashta
Keyword(s):  
Management Practice ◽  
Theory Development ◽  
Cross Cultural ◽  
Spiritual Values ◽  
Content Type ◽  
International Partnerships ◽  
Cultural Management ◽  
Japanese Management ◽  
Cross Cultural Management ◽  
The Public Sphere

Purpose Though there is emerging research that induces a postulation for a Vedic–Buddhist (V–B) cultural cluster, good theory development requires not only generalizability but also strong explanation. This paper aims to address the explanation gap to strengthen emerging theory development. Design/methodology/approach Religion-derived spiritual philosophy travel is traced from historical origins in India to contemporary Japanese management practice and its underpinning values. Findings The enhanced explanation developed in this paper finds a clear trace of spiritual values with roots in India surfacing in contemporary Japanese management as identified in extant cross-cultural management (CCM) literature. Research limitations/implications This paper offers important explanation to strengthen emerging theory on the novel idea of a V–B CCM cluster. Practical implications The strengthening of explanation for emerging theory adds to the case for modification of the traditional CCM meta-narrative that has positioned India and Japan in separate cultural clusters. Social implications Strengthening the postulation of a V–B cultural cluster potentially lubricates foreign investment from Japan to India contributing to achievement of United Nations Sustainable Development Goal no. 17 that pertains to international partnerships. Additionally, the findings raise questions for public policymakers who in modern times occlude religion from the public sphere. Originality/value This paper offers novel explanatory perspectives for emerging CCM theory, potentially expanding the spiritual philosophy avenue of management research.

The convergence of value (quality) recognition approaches

2010 ◽  
Vol 11 (1) ◽  
pp. 5-27
Author(s):  
Yeongsu Kim ◽  
Dong‐Kee Rhee ◽  
Sangsuk Lee
Keyword(s):  
Cultural Context ◽  
Design Methodology ◽  
Intrinsic Value ◽  
Cross Cultural ◽  
Exchange Students ◽  
Content Type ◽  
Cultural Management ◽  
Future Studies ◽  
Cross Cultural Management

PurposeThis paper aims to answer the following question: do the customer behaviors in evaluating a product's quality converge in terms of low‐ and high‐context culture? The paper is designed to examine how customers in different cultural contexts recognize the quality of a product according to three quality recognition approaches; these are exchange, sign, and experience approaches.Design/methodology/approachIn order to verify whether the worldwide quality recognition methods were converging or diverging, almost 300 exchange students in South Korea were surveyed. The survey examined how the 20s perceive quality of a laptop, analyzing each approach individually in order to observe whether the quality recognition methods were converging. Especially, when examining the experience approach, the value was segregated into two parts: extrinsic and intrinsic value.FindingsIt is found that only the experience approach is converging, which indicates that even within different degrees of cultural context, there are still cultural differences in quality recognition approaches.Research limitations/implicationsLimitations such as limited product uses, dividing the nations simply into two groups which are Western and Eastern are evident in the study. More elaborative future studies are suggested including, dividing nations in terms of cultural context and using more products.Originality/valueThis paper shows that the value recognition approaches are heterogeneous across cultures, and therefore more cultural‐based knowledge is required in cross‐cultural management.

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