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.

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>

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.

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.

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.

Cross-Cultural Management of the European Textile and Clothing Industries

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.

scholarly journals Cross-Cultural Management of the European Textile and Clothing Industries

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.

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 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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