The difference between Chinese and American culture and advice for cross-cultural Management—Based on Hofstede's four cultural dimensions

Cross-cultural management (CCM) research comprises a variety of disciplines with different thematic, paradigmatic, and methodological assumptions. Since there has been no systematic analysis of the development of topics, paradigms, and methods, this article draws a landscape of these analyzing 777 articles published in two leading journals between 2001 and 2018. Results show that corporate culture, human resource management, and cultural dimensions are main topics in CCM and that positivist and quantitative papers outweigh interpretive and qualitative articles. We examine a convergence of the positivist and interpretive paradigm in 2016 and 2017, what might indicate a possible upcoming paradigmatic shift in CCM. However, positivist articles rise again since 2017. Using computer-aided tools, this study serves as a basis for future literature reviews.

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Intermediary Management and Employee Corporate Culture Identification Mediation and Mediation Effect Verification

Frontiers in Psychology ◽

10.3389/fpsyg.2021.545816 ◽

2021 ◽

Vol 12 ◽

Author(s):

Mingji Liu ◽

Jinyao Li ◽

Tianlang Xiong ◽

Tong Liu ◽

Min Chen

Keyword(s):

Mergers And Acquisitions ◽

Organizational Performance ◽

Corporate Culture ◽

Cross Cultural ◽

Total Effect ◽

Cultural Management ◽

The Difference ◽

Cross Cultural Management ◽

The Impact

This exploration is mainly performed to study the role of corporate culture accepted by employees in enterprise development and its impact on employees themselves. First, the influence of employee participation, cross-cultural management, and corporate culture on the enterprise is realized through the relevant literature. Then, investigation and analysis are carried out with American I Industrial Group as the research object to determine the impact of cross-cultural management on mergers and acquisitions and organizational performance. The results show that the total impact of trust on reuse is 0.264 before mergers and acquisitions; the difference is not statistically significant, and so is the overall impact of mergers and acquisitions. This means that there is no correlation between trust and reuse. However, when the merger is done, the total effect of trust on reuse rises to 1.594, indicating that the difference and the total effect are statistically significant. The data calculation and analysis for the direct impact of trust on reuse and the indirect impact of trust on reuse are 0.667 and 0.926, respectively, which means that the difference is statistically significant. This proves the role of satisfaction in the impact of trust on reuse once mergers and acquisitions are completed. Therefore, in the process of mergers and acquisitions in the future, enterprises must consider the different cultures of employees and company locations and employee participation, which will further affect the organizational performance of enterprises.

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Cross-Cultural Management of the European Textile and Clothing Industries

Advances in Human Resources Management and Organizational Development - Handbook of Research on Organizational Culture and Diversity in the Modern Workforce ◽

10.4018/978-1-5225-2250-8.ch011 ◽

2017 ◽

pp. 239-260

Author(s):

Radostina A. Angelova

Keyword(s):

Job Satisfaction ◽

Cultural Competence ◽

Cross Cultural ◽

Cultural Dimensions ◽

Communication Style ◽

Global Level ◽

Cultural Management ◽

Starting Point ◽

Cross Cultural Management ◽

Different Levels

The European textile and clothing industries are among the best examples for global level business. The communication between people with different customs and cultures, which occupy different levels of the hierarchy in any company, requires cross-cultural competence and management abilities. The aim of the present chapter is to apply Hofstede's model and its national cultural dimensions to show its applicability in the cross-cultural management of the European textile and clothing industries. Hofstede's cultural dimensions could be a very important starting point for the managers at all levels of the companies' organizations as they give important knowledge of organizational responsibilities, job satisfaction, the interrelationship between workers and managers, communication style, leaderships and possible conflicts.

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Cross-Cultural Management of the European Textile and Clothing Industries

Fashion and Textiles ◽

10.4018/978-1-5225-3432-7.ch017 ◽

2017 ◽

pp. 386-407

Author(s):

Radostina A. Angelova

Keyword(s):

Job Satisfaction ◽

Cultural Competence ◽

Cross Cultural ◽

Cultural Dimensions ◽

Communication Style ◽

Global Level ◽

Cultural Management ◽

Starting Point ◽

Cross Cultural Management ◽

Different Levels

The European textile and clothing industries are among the best examples for global level business. The communication between people with different customs and cultures, which occupy different levels of the hierarchy in any company, requires cross-cultural competence and management abilities. The aim of the present chapter is to apply Hofstede's model and its national cultural dimensions to show its applicability in the cross-cultural management of the European textile and clothing industries. Hofstede's cultural dimensions could be a very important starting point for the managers at all levels of the companies' organizations as they give important knowledge of organizational responsibilities, job satisfaction, the interrelationship between workers and managers, communication style, leaderships and possible conflicts.

Download Full-text