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

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.

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.

scholarly journals Cross-Cultural Management

Management ◽  
2014 ◽  
Author(s):  
David C. Thomas
Keyword(s):  
Organizational Behavior ◽  
Cultural Context ◽  
Cultural Psychology ◽  
Management Practice ◽  
Cross Cultural ◽  
Related Area ◽  
Cultural Management ◽  
Individual Level ◽  
Cross Cultural Management ◽  
General Topic

Cross-cultural management is the study of management in a cross-cultural context. It includes the study of the influence of societal culture on managers and management practice as well as the study of the cultural orientations of individual managers and organization members. At the individual level, individuals' values as well as their understanding of and reactions to their cultural context and experience figure prominently. Contributing disciplines include cross-cultural psychology, sociology, and anthropology as well as the broader disciplines of management and organizational behavior and the related area of international human resource management. General topic areas include the cultural context in which management must take place, the various roles of the international manager, the influence of culture on organizational structure and processes, and management across nations and cultures.

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

2019 ◽  
Vol 19 (1) ◽  
pp. 27-46
Author(s):  
Charlotte Blanche ◽  
Jean Pierre Dupuis
Keyword(s):  
Knowledge Transfer ◽  
Cross Cultural ◽  
Point Of View ◽  
Cultural Management ◽  
Contact Points ◽  
Multicultural Organizations ◽  
The Hague ◽  
Cross Cultural Management ◽  
Different Cultures ◽  
Theoretical Conceptualization

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.

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