scholarly journals Intermediary Management and Employee Corporate Culture Identification Mediation and Mediation Effect Verification

2021 ◽  
Vol 12 ◽  
Author(s):  
Mingji Liu ◽  
Jinyao Li ◽  
Tianlang Xiong ◽  
Tong Liu ◽  
Min Chen
Keyword(s):  
Mergers And Acquisitions ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Cross Cultural ◽  
Total Effect ◽  
Cultural Management ◽  
The Difference ◽  
Cross Cultural Management ◽  
The Impact

This exploration is mainly performed to study the role of corporate culture accepted by employees in enterprise development and its impact on employees themselves. First, the influence of employee participation, cross-cultural management, and corporate culture on the enterprise is realized through the relevant literature. Then, investigation and analysis are carried out with American I Industrial Group as the research object to determine the impact of cross-cultural management on mergers and acquisitions and organizational performance. The results show that the total impact of trust on reuse is 0.264 before mergers and acquisitions; the difference is not statistically significant, and so is the overall impact of mergers and acquisitions. This means that there is no correlation between trust and reuse. However, when the merger is done, the total effect of trust on reuse rises to 1.594, indicating that the difference and the total effect are statistically significant. The data calculation and analysis for the direct impact of trust on reuse and the indirect impact of trust on reuse are 0.667 and 0.926, respectively, which means that the difference is statistically significant. This proves the role of satisfaction in the impact of trust on reuse once mergers and acquisitions are completed. Therefore, in the process of mergers and acquisitions in the future, enterprises must consider the different cultures of employees and company locations and employee participation, which will further affect the organizational performance of enterprises.

scholarly journals Cross-cultural management research: Topics, paradigms, and methods—A journal-based longitudinal analysis between 2001 and 2018

2019 ◽  
Vol 19 (2) ◽  
pp. 218-244 ◽  
Author(s):  
Christoph Barmeyer ◽  
Madeleine Bausch ◽  
Daniel Moncayo
Keyword(s):  
Corporate Culture ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Management Research ◽  
Research Topics ◽  
Systematic Analysis ◽  
Cultural Management ◽  
Literature Reviews ◽  
Cross Cultural Management ◽  
Leading Journals

Cross-cultural management (CCM) research comprises a variety of disciplines with different thematic, paradigmatic, and methodological assumptions. Since there has been no systematic analysis of the development of topics, paradigms, and methods, this article draws a landscape of these analyzing 777 articles published in two leading journals between 2001 and 2018. Results show that corporate culture, human resource management, and cultural dimensions are main topics in CCM and that positivist and quantitative papers outweigh interpretive and qualitative articles. We examine a convergence of the positivist and interpretive paradigm in 2016 and 2017, what might indicate a possible upcoming paradigmatic shift in CCM. However, positivist articles rise again since 2017. Using computer-aided tools, this study serves as a basis for future literature reviews.

scholarly journals From cultural differences to cultural globalization: towards a new research agenda in cross-cultural management studies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mehdi Boussebaa
Keyword(s):  
Social Sciences ◽  
Cultural Differences ◽  
Research Agenda ◽  
Cross Cultural ◽  
Professional Service ◽  
Content Type ◽  
Cultural Management ◽  
Cultural Globalization ◽  
Cross Cultural Management ◽  
The Impact

Purpose This paper responds to calls for a new raison d’être in the field cross-cultural management (CCM) and culture-sensitive studies of international business (IB) more broadly. It argues that one way of addressing the crisis of confidence in the field is to develop a line of inquiry focussed on corporate-driven cultural globalization. This paper also proposes a theoretical approach informed by international political economy (IPE) and postcolonial theory and outlines a research agenda for future work on cultural globalization. Design/methodology/approach The paper is a desk-based analysis that draws on relevant research in the wider social sciences to insert cultural globalization into the CCM/IB field’s intellectual project. Findings The paper finds the field of CCM and culture-sensitive IB studies more broadly to be almost exclusively focussed on studying the impact of cultural differences. Surprisingly, little attention has been devoted to the phenomenon of corporate-driven cultural globalization. Research limitations/implications The paper redirects the field and presents a research agenda, calling for studies on the role of four related actors in cultural globalization: MNEs, global professional service firms, business schools and CCM/IB researchers themselves. Practical implications CCM/IB scholars may be able to reorient themselves towards the phenomenon of cultural globalization and, in so doing, also seize an opportunity to contribute to important debates about it in the wider social sciences. Originality/value The paper suggests possibilities for renewal by redirecting CCM/IB towards the study of cultural globalization and by encouraging the field to develop a postcolonial sensibility in future research on the phenomenon.

scholarly journals The Role of Ethical Leadership in Managing Occupational Stress to Promote Innovative Work Behaviour: A Cross-Cultural Management Perspective

2021 ◽  
Vol 13 (17) ◽  
pp. 9608
Author(s):  
Adnan ul Haque ◽  
Fred A. Yamoah
Keyword(s):  
Occupational Stress ◽  
Ethical Leadership ◽  
Vital Role ◽  
Cross Cultural ◽  
Cultural Management ◽  
Management Context ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Cross Cultural Management

This study examines the role of ethical leadership in managing occupational stress to engender innovative work behaviour (IWB) in cargo logistic SMEs in a contrasting cross-cultural management context of Canada and Pakistan. We draw on Trait Activation Theory to develop the conceptual and theoretical framework of the study. Using connections and a networking approach, a proportionate equal sample of nine SMEs were selected for the study. Analysis of the data from the semi-structured Skype and face-to-face interviews with 38 supervisors and 97 employees showed that ethical leadership plays a vital role in reducing occupational stress and increasing employees’ IWB in both countries. Employees in both countries perceiving ethical leadership exhibit more creative-constructive behaviour. The results further demonstrate that males relative to females in both countries have a higher tendency of exhibiting risk-taking behaviour and IWB, resulting from leaders’ support. Similarly, males have higher tendency of challenging the prevailing “status quo” within the organisations than females. Generally, the Pakistani workforce scored higher in contrast to the Canadian workforce in demonstrating IWB due to ethical leadership support, despite higher perception of occupational stress. Cross-cultural management implications are duly outlined.

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.

Cross-cultural management in mergers and acquisitions – Editorial

2011 ◽  
Vol 5 (4) ◽  
pp. 319 ◽  
Author(s):  
Yaakov Weber ◽  
Satu Teerikangas ◽  
Audrey Rouzies ◽  
Shlomo Yedidia Tarba
Keyword(s):  
Mergers And Acquisitions ◽  
Cross Cultural ◽  
Cultural Management ◽  
Cross Cultural Management
Sign in / Sign up

Export Citation Format

Share Document