Is the Senpai—Kouhai relationship common across China, Korea, and Japan?

2019 ◽  
Vol 47 (1) ◽  
pp. 1-12
Author(s):  
Nan Qie ◽  
Pei-Luen Patrick Rau ◽  
Lin Wang ◽  
Liang Ma
Keyword(s):  
Social Exchange ◽  
International Institutions ◽  
Cultural Theory ◽  
Cross Cultural ◽  
Cultural Management ◽  
The Core ◽  
Exploratory Survey ◽  
Survey Results ◽  
Cross Cultural Management ◽  
Practical Implications

The Senpai—Kouhai relationship is a special senior—junior peer relationship in Japan. We conducted an exploratory survey of 311 Chinese, 266 Korean, and 275 Japanese participants to investigate whether or not this relationship exists in the 2 other cultures. We identified 4 factors through factor analysis to describe the Senpai—Kouhai relationship, namely, trust, supporting, hierarchy, and verbal etiquette. The survey results confirmed the presence of the Senpai—Kouhai relationship in China, where the supporting factor was most emphasized, and in Korea, where trust and verbal etiquette were the most important factors. In Japan, the core of the Senpai—Kouhai relationship was hierarchy. The results can be explained using cross-cultural theory and social exchange perspectives. Theoretical and practical implications for cross-cultural management of international institutions are discussed.

Foundations of Cross-Cultural Knowledge Management

2011 ◽  
pp. 139-162
Author(s):  
Nhu T. B Nguyen ◽  
Katsuhiro Umemoto
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Cultural Knowledge ◽  
Cross Cultural ◽  
Cultural Environment ◽  
Cultural Management ◽  
Cross Cultural Management ◽  
The Relationship ◽  
Practical Implications

Although the term “Cross-Cultural Knowledge Management” (CCKM) appeared in the recent literature, no study has defined CCKM yet. This is the first study that discusses the process of cross-cultural knowledge creation. Reviewing the literature on the relationship between cross-cultural management (CCM) and knowledge management (KM), we found that the term CCKM is emerged from two streams. The first stream used CCKM to describe KM in a cross-cultural environment while the second stream explored culture as knowledge. Following two streams, we then define CCKM as a series of practices to recognize and understand cultural differences to develop a new culture thereby adjusting to cross-cultural environment. This definition helped us to examine the process of cross-cultural knowledge creation and the role of leadership in this process. Not only contributing to developing KM in a new way that can be applied to practice in utilizing and creating cross-cultural knowledge for KM activities, but this chapter also may have many practical implications for leaders to manage effectively cross-cultural knowledge of members in organizations.

scholarly journals Learning from multi-paradigmatic sensitivity in cross-cultural management? Empirical and theoretical considerations

2021 ◽  
pp. 147059582110194
Author(s):  
Sina Grosskopf ◽  
Christoph Barmeyer
Keyword(s):  
Cross Cultural ◽  
Theoretical Concepts ◽  
Cultural Management ◽  
Cultural Perspectives ◽  
Basic Assumptions ◽  
Theoretical Reasoning ◽  
Cross Cultural Management ◽  
Theoretical Considerations ◽  
Practical Implications ◽  
Blind Spots

Paradigms are basic assumptions about how social reality is perceived, understood and explained. Whereas most research is based on a single paradigm, few empirical papers show the advantages of using multiple paradigms within a study. This article pleads for multi-paradigm studies in cross-cultural management research in order to reach a more multifaceted representation of cultural phenomena. This is particularly consistent with the field of cross-cultural management, because it would be ethnocentric to consider intercultural situations only from one perspective, usually that of one’s own culture. The argument corresponds to the ambition of cross-cultural management to respect and adopt multiple (cultural) perspectives and, analogously, to achieve a ‘paradigmatic ethnorelativism’. Based on an intercultural situation, and therefore going beyond meta-theoretical reasoning, this article demonstrates multi-paradigmatic sensitivity in terms of the functionalist, interpretive and critical paradigms. The use of these theoretical concepts leads to multiple angles and a less ‘ethnocentric’ position, and hence to more nuanced knowledge creation with regard to the intercultural situation. The ‘blind spots’ of each paradigm, but also their complementarities, are discussed. Consequently, this article raises theoretical and practical implications for cross-cultural management by offering a way to a richer understanding of intercultural situations through openness to different paradigms.

Legal and Cultural Implications Inherent in Managing Multilingual and Multicultural Labor: Selected Translation Issues from the US National Labor Relations Board

2017 ◽  
Vol 62 (1) ◽  
Author(s):  
Pietro Manzella ◽  
Karl Koch
Keyword(s):  
Labor Relations ◽  
Cultural Theory ◽  
The United States ◽  
Cultural Management ◽  
National Labor Relations Board ◽  
Intercultural Management ◽  
Cultural Implications ◽  
The Us ◽  
Cross Cultural Management ◽  
Culture And Language

AbstractThis paper examines one consequence of the increasingly multilingual and multicultural labor market, resulting from migratory flows caused in part by globalization. It focuses on selected legal and translation issues in labor relations arising from misinterpretations and cultural disparities in communication between different languages and cultures. It draws on decisions of the United States National Labor Relations Board (NLRB), where there were misleading and ambiguous translations. It employs a theoretical approach based on concepts from cross-cultural management, including cultural theory, and thereby expands the discipline of Translation Studies. The findings suggest that an understanding of the cultural content, particularly in the practice of intercultural management, is imperative. The paper concludes that a systematic methodology linking culture and language in labor relations should be adopted.

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