scholarly journals Dispute Resolution and Negotiation Strategy in Thailand: The Perspective of Hofstede's Cross-Cultural Management Theory

2016 ◽  
Vol 23 (1) ◽  
pp. 91-136 ◽  
Author(s):  
Yongkyun Chung
Keyword(s):  
Dispute Resolution ◽  
Cross Cultural ◽  
Management Theory ◽  
Negotiation Strategy ◽  
Cultural Management ◽  
Cross Cultural Management

Contextualising non‐profit management in Sub‐Sahara Africa

2012 ◽  
Vol 3 (2) ◽  
pp. 159-183
Author(s):  
Frederik Claeyé
Keyword(s):  
Postcolonial Theory ◽  
Cross Cultural ◽  
Management Theory ◽  
Power Dynamics ◽  
Cultural Interaction ◽  
Content Type ◽  
Non Profit ◽  
Cultural Management ◽  
Cross Cultural Management ◽  
Hybrid Management

PurposeThe purpose of this paper is to offer a framework for the analysis of the power dynamics shaping the emergence of hybrid management systems in sub‐Sahara Africa. It aims to achieve this by showing how insights from postcolonial theory can further enrich cross‐cultural management theory.Design/methodology/approachThe mainstream perspectives in current cross‐cultural management literature are reviewed as a basis for the development of a theoretical framework that emphasises cross‐cultural interaction and a consideration of the power dynamics surrounding non‐profit organisations operating in a sub‐Saharan African context is integrated. Drawing on the metaphors of mimicry and hybridity, this paper argues that postcolonial theory offers an avenue for theorising cross‐cultural interaction and the power dynamics surrounding these cross‐cultural encounters. Examples chosen from the author's ongoing work in the NGO sector in the Eastern Cape, South Africa serve as illustrations of how the analytical framework might generate insights into the workings of power dynamics shaping the emergence of hybrid ways of managing and organising.FindingsIt is argued that through a focus on interaction and the surrounding power relations, this framework allows for a more contextualised understanding of the emergence of hybrid management systems in non‐profit organisations.Originality/valueThe paper shows that, f cross‐cultural management theory hopes to inform the practice of non‐profit management in sub‐Sahara Africa, it is imperative the power dynamics at work are clearly understood.

scholarly journals MANAGING CROSS-CULTURAL DIFFERENCES IN MULTINATIONAL CORPORATIONS OF THAILAND

2018 ◽  
pp. 61-72
Author(s):  
Shiva Rajpal ◽  
Irina Onyusheva
Keyword(s):  
Multinational Corporations ◽  
Geographic Region ◽  
Cross Cultural ◽  
Cultural Management ◽  
Cross Cultural Communication ◽  
Cross Cultural Differences ◽  
Political Ideologies ◽  
The World ◽  
Cross Cultural Management ◽  
Global Project

As corporations expand and their business activities increase, their focus is not limited only to the local geographic region but to the world. This, in turn, has led to the emergence of multinational corporations, sometimes called transnational corporations or even global firms. With the advent of new political ideologies, multinational corporations have found their firm footing all around the world. Having a cross-cultural team can help in providing a varied experience and advanced thinking in the establishment of competitive position among organizations. Definitely, there could be some interference in completing projects due to this diversity but the manager should be better equipped to face this challenge so that to avoid and prevent cultural misunderstandings. In this paper we will try to look at some of the theories related to cross-cultural management and some methods such as motivational training of employees dealing with the related issues. The paper shows that global project management can succeed through culturally aware leadership, cross-cultural communication, and mutual respect.

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