scholarly journals The influence of intercultural management factors as elements of management innovation

2021 ◽  
Vol 5 (2) ◽  
pp. 65-73
Author(s):  
Peter Gallo ◽  
Beata Balogova ◽  
Bohuslava Mihalcova
Keyword(s):  
Cultural Differences ◽  
Employee Training ◽  
Employee Relations ◽  
Management Innovation ◽  
Questionnaire Data ◽  
Open Environment ◽  
Intercultural Management ◽  
Different Cultures ◽  
The Relationship ◽  
A Company

In the current globalization conditions, companies operate in an open environment and constant contact with foreign managers and other interest groups. Intercultural management is an integral and important part of any international company employing and cooperating with employees from different cultures. The proper implementation of intercultural management enables the innovation of employee relations and thus supports achieving the company's goals. This paper aims to examine the influences and relations between local and foreign employees and/or managers. Research on intercultural communication and management was conducted in IT companies by collecting questionnaire data from respondents, formulating hypotheses, and examining them through the Kruskal-Wallis test. Hypotheses verification stated that statistically significant differences are in the relation between the knowledge of the company's cultural differences and the employees' years of experience. The calculated value of p = 0.04728 proved that the longer the employees work in a company interconnecting different cultures, the greater their knowledge of its cultural differences. The research verified the hypothesis on statistically significant differences in the acceptance of cultural differences in the company concerning employee training. The result of the hypothesis verification was the value of p = 0.6539, which did not confirm the hypothesis. The research showed that the employee training did not affect the acceptance of cultural differences. In companies with a labor force from diverse countries and cultures, disputes often arise in communication. The last formulated hypothesis concerning the issue focused on examining the relationship between the acceptance of disputes based on cultural differences in the company and the employee training. The calculated value of p = 0.1 did not confirm this relationship. Therefore, the employee training does not affect the acceptance of disputes in the examined companies. The present research on intercultural management could expand knowledge and innovate relationships to prevent disputes in international companies.

Cultural differences in gift recipients’ attitude and behavior toward disliked gifts

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Theeranuch Pusaksrikit ◽  
Sydney Chinchanachokchai
Keyword(s):  
Cultural Differences ◽  
Future Research ◽  
Content Type ◽  
Relationship Closeness ◽  
Marketing Segmentation ◽  
Self Construal ◽  
The Usa ◽  
And Behavior ◽  
Different Cultures ◽  
The Relationship

Purpose The purpose of this paper is to examine the effects of cultural differences and the types of relationship closeness involved in recipients’ emotional and behavioral reactions after receiving disliked gifts. Design/methodology/approach Collecting data from Thailand and the USA, two experiments were conducted in a 2 (self-construal: independent/interdependent) × 2 (relationship closeness: close/distant) between-subjects design. Study 1 explores the recipients’ feelings and reactions upon receipt of a disliked gift. Study 2 explores the disposition process for a disliked gift. Findings The results show that a recipient’s emotions, reaction and disposition process can be affected by cultural differences and relationship closeness: specifically that close and distant relationships moderate the relationship between self-construal and gift-receiving attitudes and behaviors. Research limitations/implications Future research can investigate representative groups from other countries to broaden the generalizability of the findings. Practical implications This understanding can guide gift-givers when selecting gifts for close or distant recipients across cultures. Additionally, it can help retailers develop and introduce new marketing strategies by applying self-construal as a marketing segmentation tool for gift purchase and disposition. Originality/value This research is among the first studies to offer insights into how individuals in different cultures manage disliked gifts they receive from people in either close or distant relationships.

scholarly journals Cultural Distance in the Workplace: Differences in Work-Related Attitudes between Vietnamese Employees and Western Employers

2017 ◽  
Vol 12 (10) ◽  
pp. 91 ◽  
Author(s):  
Tran Thien Quynh Tran ◽  
Wilfried Admiraal ◽  
Nadira Saab
Keyword(s):  
Cultural Differences ◽  
Intercultural Communication ◽  
Cultural Distance ◽  
Questionnaire Data ◽  
Further Training ◽  
Work Related ◽  
Sense Of Time ◽  
Face Concern ◽  
A Company ◽  
Shed Light

In this globalized and internationalized world, intercultural communication at workplaces is a topic often examined. This study aimed to shed light on the cultural differences in work-related values between Western and Vietnamese employers in Vietnam. In total, 94 Western and Vietnamese companies in two areas in the South of Vietnam participated. Questionnaires were completed by 763 Vietnamese employees, 43 Vietnamese employers/managers and 33 Western employers/managers. The findings from the questionnaire data indicate that there are substantial differences in work-related attitudes between Western employers and Vietnamese employees that are related to both cultural differences and position in a company. Sense of time and face-concern are the two prominent differences between Western and Vietnamese professionals. Implications are discussed for further training of Vietnamese prospective graduates so that they can work effectively with Western employers/managers in the future.

The impact of cultural intelligence in an international company – 2st level survey

2017 ◽  
Vol 6 (1) ◽  
pp. 63
Author(s):  
Reinhold Gruber
Keyword(s):  
Cultural Differences ◽  
Cultural Intelligence ◽  
Top Down ◽  
Team Members ◽  
The Right ◽  
Different Cultures ◽  
The Impact ◽  
A Company ◽  
International Companies

Different cultures – different language – different names – different behaviors. In literature, different cultures are mostly described between continents and borders. International companies reach their limits in implementing new top down strategy to all subsidiaries across the planet. Different work methods in different areas and even in different departments can frustrate the responsible international manager. Cultural intelligence can help to minimize the storming time and loss of efficiency of new international teams. Good trained managers (on Cultural Intelligence) do at least speak a view words of the language of the new colleagues and pronounce the names of the team members in the right way. In the first part of the paper it was examined how biased people can be if they hear foreign names. Names even can decide on if someone gets a job or not. The 2nd part of the survey carried on the examination of the cultural differences within a company. The 1st part was done with respondents from different companies. It is interesting to know, especially for the managers, how the employees feel and think. How they work and how they prefer to communicate. The 2nd part describes the 1st survey, consists of a sequence of four steps which will be performed within the group. In total 28 companies are parts of the group on three continents (Europe, Asia and America).

A cross-generational and cross-cultural study on demonstration of attentiveness

Pragmatics ◽  
2011 ◽  
Vol 21 (4) ◽  
pp. 549-571 ◽  
Author(s):  
Saeko Fukushima
Keyword(s):  
Cross Cultural ◽  
Interview Data ◽  
The Other ◽  
Questionnaire Data ◽  
Cultural Backgrounds ◽  
Verbal Cues ◽  
Cross Cultural Study ◽  
Field Notes ◽  
Different Cultures ◽  
The Relationship

This paper looks into whether there are any differences in demonstration of attentiveness between different generations and different cultures. By attentiveness I mean a demonstrator’s preemptive response to a beneficiary’s verbal/non-verbal cues or situations surrounding a beneficiary and a demonstrator, which takes the form of offering. When and how often one would demonstrate attentiveness may vary according to such factors as generation and culture. Three groups of people from different generations and different cultural backgrounds (Japanese and Americans) served as the participants (280 people for the questionnaire data and 18 people for the interview data). It was investigated whether there were any differences among the participants in demonstration of attentiveness, in the reasons for demonstration of attentiveness, and in rating degree of imposition to demonstrate attentiveness. It was also examined whether there was any relationship between degree of imposition to demonstrate attentiveness and demonstration of attentiveness; and in which relationship (the relationship between a demonstrator and a beneficiary of attentiveness varied from very familiar to not very familiar at all) attentiveness was demonstrated. The data were collected using a questionnaire with six situations, based on field notes; and the interviews were conducted using the same six situations. The results show that in most situations there were no major differences among the participants in the choice of demonstration of attentiveness and the reasons for it. The participants chose to demonstrate attentiveness in four situations in the questionnaire, because they wanted to be of help to the other party. There was a relationship between degree of imposition to demonstrate attentiveness and demonstration of attentiveness in four situations. Overall, the interview data confirmed the questionnaire data.

scholarly journals Revisión teórica de los factores culturales organizacionales y psicosociales para una implantación exitosa de empresas extranjeras en México

2017 ◽  
Vol 9 (17) ◽  
Author(s):  
Rubén Carlos González Salinas ◽  
Mónica Blanco Jiménez
Keyword(s):  
Cultural Differences ◽  
Negative Impact ◽  
Culture Shock ◽  
Psychological Effects ◽  
Employee Productivity ◽  
Foreign Companies ◽  
Start Up ◽  
Different Cultures ◽  
The Relationship

Abstract. When foreign companies established in a new country, there are cultural differences that affect employee productivity. Both foreign and local employees will affect the psychological effects caused by culture shock, which leads to loss of productivity resulting mainly during the start up phase of operations. There are already several studies about the psychological level factors that negatively affect productivity in enterprises and organizationalcultural factors which have an impact on the implementation of these companies.So it is obvious and possible generation of a culture shock in foreign companies operating in Mexican territory. In this case, this article seeks to make a theoretical review of the relationship between the level of culture shock that is generated in the interaction of employees from different cultures and/or nationalities. We analyze theoretically the organizational cultural andpsychological factors that may affect the employee's performance to be considered by management of foreign companies established in Mexico, and that will allow to minimize the negative impact on organizational effectiveness.Keywords: culture, efficiency, implementation, Mexico, theory, transnationalResumen. Cuando las empresas extranjeras se implantan en un nuevo país, surgen diferencias culturales que afectan la productividad de los empleados. Tanto los empleados extranjeros como los locales no están ajenos a los efectos psicológicos ocasionados por el choque cultural y su consecuente pérdida de productividad, principalmente durante la etapa de arranque de las operaciones. Existen estudios sobre los diferentes factores del ámbito psicológico que afectan de manera negativa la productividad en las empresasy factores culturales organizacionales que tienen un impacto en la implantacion de estas empresas. Por  lo que es evidente y posible la generación de un choque cultural en empresas extranjeras operando en territorio Mexicano. En este caso se busca con este artículo realizar una revisión teórica sobre la relación que existe entre el nivel del choque cultural que se genera en la interacción de empleados de diferentes culturas y/o nacionalidades, y analizar teóricamente los factores culturales organizacionales y psicológicos que pueden afectar el buen desempeño del empleado para ser tomados en cuenta por la gerencia de las empresas extranjeras implantadas en México, para minimizar el efecto negativo sobre la eficiencia organizacional.Palabras clave: cultura, eficiencia, implantación, México, teoría, transnacionales

scholarly journals Cultural Mistranslation and Intercultural Communication--A Case Study of Chinese Reports on Zhai Tiantian’s Incident in the U.S.A.

2014 ◽  
Vol 2 (6) ◽  
pp. 95-101
Author(s):  
Xiaochi Zhang
Keyword(s):  
Mass Media ◽  
Cultural Differences ◽  
Intercultural Communication ◽  
Mass Communication ◽  
Cultural Backgrounds ◽  
Language And Culture ◽  
Specific Incident ◽  
Different Cultures ◽  
The Relationship

Globalization enters a world in which people of different cultural backgrounds and increasingly comes to depend on one another. To understand and accept cultural differences becomes imperative to be effective in intercultural communication in global society. In this process, translation has played an important role in intercultural mass communication connecting different cultures and different nations. However, people including translators and reporters from another culture sometime misunderstood some incidents and were unbelieving what happened with the specific incident due to mistranslation which resulted in misreports from mass media. Therefore, the author will take Zhai Tiantian’s incident in the U.S.A. as a case and make further analysis of the relationship between language and culture, and the function of translation in the intercultural communication. Finally, the author also discusses how to make intercultural translation better in order to promote intercultural communication between different people from different cultural backgrounds.

Interlinkages between coopetition and organisational innovation in Europe

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Julio Navío Marco ◽  
Raquel Ibar-Alonso ◽  
Maria Bujidos-Casado
Keyword(s):  
Employee Training ◽  
Likelihood Estimation ◽  
Research Field ◽  
Content Type ◽  
Organisational Innovation ◽  
Analysis Technique ◽  
Using Data ◽  
The Relationship ◽  
A Company

Purpose The purpose of this paper is to analyse the relationship between coopetition and organisational innovation in EU countries. As coopetition is usually studied from an inter-company perspective, this work looks in detail at the “ad intra” dynamics of the coopeting companies to understand how they adjust their organisation or implement organisational innovation to successfully adopt this original approach. Design/methodology/approach Using data from the Eurostat (CIS2014), this research offers a quantitative study into coopeting companies, relating coopetition to organisational innovation. The analysis technique used in this study is logistic regression with maximum likelihood estimation, where the dependent variable is the location of the coopeting companies. Findings The findings highlight specific characteristics and differences according to whether a company coopetes domestically or in other more complex geographic environments. It also incorporates variables into the analysis, such as the use of price marketing, employee training and company size. Originality/value This study provides insights into the relationship between coopetition and organisational innovation, in a research field that usually focusses on inter-company analysis. Several little-studied factors are included in the analysis, such as the role of employee qualifications and differences in coopetition in different geographic areas. The authors observe that, in certain locations, coopetition could be related to a “market entry” effect.

Implementing Reforms

2017 ◽  
Author(s):  
Nils Brunsson
Keyword(s):  
Board Of Directors ◽  
Government Service ◽  
Radical Reform ◽  
Administrative Reforms ◽  
The Board Of Directors ◽  
The Relationship ◽  
A Company

This chapter continues to analyze the relationship between decision and action using a case study on Swedish Rail (Statens Järnvägar, SJ). In February 1987, the board of directors of SJ met to consider a plan drawn up by an international consultancy company to implement a radical reform, the ‘New SJ’. The basic idea was to make the company more businesslike. SJ was to be run as a company and not as a government service, and its corporate aim was to be a profitable business. The chapter addresses the question of why reforms may be difficult to implement. It suggests that there are certain fundamental and common characteristics of administrative reforms which make them difficult to implement by nature.

A comparison of the changes in the patterns of the usage and categorization of the classifier ‘ben 本’ in Korean, Chinese, and Japanese

2021 ◽  
Vol 5 (1) ◽  
pp. 43-51
Author(s):  
Jeong-A Jo
Keyword(s):  
Cultural Differences ◽  
Chinese Character ◽  
Chinese Characters ◽  
Common Features ◽  
The World ◽  
The Common ◽  
Korean Chinese ◽  
The Relationship

This study aims to examine the common features and differences in how the Chinese-character classifier ‘ ben 本’ is used in Chinese, Korean, and Japanese, and will explore the factors that have affected the categorization processes and patterns of the classifier ‘ ben 本.’ Consideration of the differences in the patterns of usage and categorization of the same Chinese classifier in different languages enables us to look into the perception of the world and the socio cultural differences inherent in each language, the differences in the perception of Chinese characters, and the relationship between classifiers.

Dave Snowden on KM and big data/analytics: interview with David J. Pauleen

2017 ◽  
Vol 21 (1) ◽  
pp. 12-17 ◽  
Author(s):  
David J. Pauleen
Keyword(s):  
Big Data ◽  
Data Analytics ◽  
Big Data Analytics ◽  
Theory And Practice ◽  
Content Type ◽  
Face To Face ◽  
The Relationship ◽  
A Company ◽  
Practical Implications ◽  
Scientific Officer

Purpose Dave Snowden has been an important voice in knowledge management over the years. As the founder and chief scientific officer of Cognitive Edge, a company focused on the development of the theory and practice of social complexity, he offers informative views on the relationship between big data/analytics and KM. Design/methodology/approach A face-to-face interview was held with Dave Snowden in May 2015 in Auckland, New Zealand. Findings According to Snowden, analytics in the form of algorithms are imperfect and can only to a small extent capture the reasoning and analytical capabilities of people. For this reason, while big data/analytics can be useful, they are limited and must be used in conjunction with human knowledge and reasoning. Practical implications Snowden offers his views on big data/analytics and how they can be used effectively in real world situations in combination with human reasoning and input, for example in fields from resource management to individual health care. Originality/value Snowden is an innovative thinker. He combines knowledge and experience from many fields and offers original views and understanding of big data/analytics, knowledge and management.

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