From The Hague to Paris to Montréal: Knowledge transfer and cultural synergy in a multicultural organization

This article shows how knowledge transfer can be useful in the field of cross-cultural management, in particular to better understand what several authors call cultural synergy. Defined as the ability to take advantage of interactions between people from different cultures to create a dynamic of cooperation and innovation in multicultural organizations, the concept, however, lacks some empirical illustration. Through an unusual field of research, we propose to draw lessons from an artistic organization, Les Grands Ballets Canadiens de Montréal, involved in the remounting of the Kaguyahime ballet by Czech choreographer Jiří Kylián, which will require the collaboration of a Dutch artistic direction, Quebec technicians, dancers from several countries and Japanese and Quebec musicians (Canadian). The focus on knowledge sharing at the center of this encounter allowed us to identify some steps and mechanisms that could be useful both in the theoretical conceptualization of cultural synergy and, from a practical point of view, in its concrete implementation. This will allow us to highlight that, in order to promote, the individuals involved, guided by a management team, will mobilize different identities to create the contact points necessary for cultural synergy.

Download Full-text

Tourism Product as a Tool Shaping Cross-cultural Approach in Marketing

Journal of Intercultural Management ◽

10.1515/joim-2015-0014 ◽

2015 ◽

Vol 7 (2) ◽

pp. 125-134

Author(s):

Barbara Marciszewska ◽

Aleksandra Grobelna

Keyword(s):

Organizational Behavior ◽

Cultural Tourism ◽

Cross Cultural ◽

Specific Interactions ◽

Cultural Management ◽

Tourism Product ◽

Production And Consumption ◽

Cross Cultural Management ◽

Different Cultures ◽

Cultural Interactions

Abstract One of the earlier definitions of cross-cultural management focuses on its behavioral aspects and underlines an importance of interaction of people from different cultures. “Cross-cultural management is the study of the behavior of people in organizations located in cultures and nations around the world” [Adler 1983, p. 226]. This definition is based on the description of organizational behavior within countries and cultures on one hand and of organizational behavior across countries and cultures on another. Peoples from different countries often work together in the same environment creating specific interactions but they can also built special relationships during their leisure time. Looking at the particular subject of management from this perspective it is possible to notice that tourism products have quite big potential for creating cross-cultural interactions when services are produced in different cultures or/and consumed in different cultural context. It is mainly connected with a simultaneous production and consumption on the one hand and consumer’s participation in both processes on the other hand. Tourism products posses an additional feature which creates a cross-cultural dimension in both production and consumption: movement (traveling) between different cultural environments which is a source of different cultural experiences; they have to be recognized a priori to be placed on the market with the tourism product. On the other hand tourism services have to be produced according to identified consumer expectations in different cultures. The aim of the study is to present selected aspects of tourism products which can create cross-cultural interactions and require a special managerial marketing approach. This article discusses an impact of cultural diversity on organizational behavior in international tourism and on consumer behavior in cultural tourism with a special focus on cross-cultural interactions in consumption of tourism products. This is connected with the fact that tourism products are produced and consumed by tourists in different cultures; this relationship can create specific interactions of many types. The main research method applied is a literature review on cultural tourism and marketing.

Download Full-text

The dream's door: a case of a MNC in Poland

Emerald Emerging Markets Case Studies ◽

10.1108/20450621211256247 ◽

2012 ◽

Vol 2 (4) ◽

pp. 1-13

Author(s):

Dorota Joanna Bourne

Keyword(s):

Knowledge Transfer ◽

Organisational Culture ◽

Cross Cultural ◽

Content Type ◽

Cultural Management ◽

Organisational Behaviour ◽

Cross Cultural Management ◽

International Knowledge ◽

Culture Creation

Subject area Leadership, change management, knowledge transfer, quality, car manufacture, organisational culture, staff training and development. Study level/applicability This case study is intended for undergraduate courses on principles of management, cross-cultural management and organisational behaviour; postgraduate and MBA courses as above in addition to leadership studies and change management courses. Case overview Globalisation inevitably led to attempts to transfer know-how and expertise to markets in different locations and cultures, where the particular organisation is willing to begin to operate. Hence, the need for understanding the conditions for successful knowledge transfer is especially important. The globalisation process in the Eastern bloc, which began in 1990, is a good example of knowledge transfer where the mutual meaning creation played a crucial role. This case study illustrates the process of international knowledge transfer between Western Europe and an emerging economy using the example of DAK Corporation and quality transfer to Poland. The case is especially useful for undergraduate and postgraduate students, including MBA students, studying general management as well as more specialised courses stemming from international management, for example, cross-cultural management and organisational behaviour. Since the material focuses on people management and development as well as organisational culture creation, current and future practitioners from the human resources department will find it particularly useful. Students considering a career in a multinational company can also use this case in their preparation for the challenges of operating in a global business environment. Expected learning outcomes These include: understanding of the process of international and cross-cultural knowledge transfer; identification of key cultural and organisational factors contributing to the success of international knowledge transfer; understanding of the organisational culture creation process; and exploration of the process of new staff development and training. Supplementary materials Teaching notes are available.

Download Full-text