Cross-cultural dimensions in food choice: Europe

2007 ◽  
pp. 298-315
Author(s):  
E. Risvik ◽  
M. Rødbotten ◽  
N. Veflen Olsen
Keyword(s):  
Food Choice ◽  
Cross Cultural ◽  
Cultural Dimensions

Origins of the Taiping Vision: Cross-Cultural Dimensions of a Chinese Rebellion

1977 ◽  
Vol 19 (3) ◽  
pp. 350-366 ◽  
Author(s):  
Philip A. Kuhn
Keyword(s):  
Nineteenth Century ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Underlying Structure ◽  
Foreign Material ◽  
The West ◽  
Host Culture ◽  
Human Organization ◽  
Textual Material ◽  
Cultural Gaps

The transmission of systems of ideas across wide cultural gaps is hard enough to study on any scale of human organization. It is particularly hard when two large, complex cultures meet under traumatic circumstances, as did China and the West in the nineteenth century. The myriad variables in such a situation dictate special care in defining the specific terms and conditions under which ideas are transmitted. The present case suggests three points worth attention: first, the precise language of the textual material that impinges on the host culture; second, the underlying structure of the historical circumstances into which this material is introduced; third, the process whereby the foreign material becomes important to sectors of society outside the group that first appreciated and received it and thereby becomes a significant historical force.

The Theory of Cultural Dimensions

2014 ◽  
pp. 285-306
Author(s):  
Andreas Michael Hartmann
Keyword(s):  
Cross Cultural ◽  
Cultural Dimensions ◽  
Teaching Tool ◽  
Business Research ◽  
Empirical Methods ◽  
Points Of View ◽  
Globe Study ◽  
Further Development

The theory of cultural dimensions constitutes the foundation of a significant portion of comparative cross-cultural business research. From Kluckhohn and Strodtbeck (1961) to the GLOBE study (2004), researchers have refined its conceptualization and empirical methods. Even though the theory of cultural dimensions can be criticized from several points of view, it has shown its usefulness for both research and as a teaching tool. Opportunities exist both in a more rigorous application and in the further development of cultural dimensions.

Servant-Leadership with Cultural Dimensions in Cross-Cultural Settings

2014 ◽  
pp. 48-70 ◽  
Author(s):  
David Whitfield
Keyword(s):  
Organizational Culture ◽  
Servant Leadership ◽  
Cultural Differences ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Cultural Barriers ◽  
Leadership Characteristics ◽  
Organizational Failure

This chapter demonstrates how the power of servant-leadership characteristics and nine cultural dimensions offer intercultural leaders increased capacity in cross-cultural workplaces. Servant-leadership characteristics are paired with cultural dimensions based on their corresponding commonalities to provide intercultural leaders potential tools and strategies to successfully ameliorate cultural barriers, to productively navigate cultural differences, and to build an organizational culture of inclusion, collaboration, and participation. The main objective of the chapter is to increase intercultural leader capacity to lead in culturally mixed organizations, be they domestic or international, resulting in minimizing or avoiding institutional or organizational failure.

Culturally Informed Evidence-Based Organizational Change and Development Through the Lens of Complexity Theory

2019 ◽  
pp. 140-154 ◽  
Author(s):  
Maria Cseh ◽  
Beatriz Coningham
Keyword(s):  
Organizational Change ◽  
National Culture ◽  
Complexity Theory ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Evidence Based ◽  
Cultural Environment ◽  
Change Initiatives ◽  
External Consultants ◽  
Culturally Informed

In this chapter, the authors apply the lens of complexity theory to explore evidence-based organizational change and development (EBOCD) in global contexts with external OCD consultants working with organizations located in a national culture other than their own. The authors' research and experience leads them to believe that, while OCD is practiced within the complexity of organizations, the addition of cross-cultural dimensions significantly exacerbate the contradictions and paradoxes OCD practitioners need to manage, making change initiatives and their results more unpredictable. The authors highlight the experiences of global OCD external consultants to illustrate this added complexity and discuss how practitioners should apply evidence in a complex, cross-cultural environment.

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