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.

Polychronic knowledge creation in cross-border business models: a sea-like heuristic metaphor

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tachia Chin ◽  
Shouyang Wang ◽  
Chris Rowley
Keyword(s):  
Knowledge Creation ◽  
Business Models ◽  
Vital Role ◽  
Cross Cultural ◽  
Philosophical Perspective ◽  
Content Type ◽  
Time Space ◽  
Cross Cultural Management ◽  
Novel Concept

Purpose This study aims to characterise an intricate, idiosyncratic knowledge-creating mechanism in the modern digital context of cross-cultural business models (CBM). From an integrative socio-cultural and philosophical perspective, the authors suggest a novel concept of polychronic knowledge creation (PKC) and its metaphor to theorise such a complex phenomenon. Design/methodology/approach This paper is conceptual in nature. It critically reviews the literature characterising the flourishing of information and communication technology (ICT)-driven CBMs and clarifies a research gap. The authors draw a dynamic conceptual framework describing how knowledge is created poly-chronically within CBMs, while also articulating and justifying the occurrence of knowledge icebergs as a manifestation of critical cognitive variances and biases in such contexts. Findings Building upon existential phenomenology, the authors regard the sea as a parable of the CBM ecosystem and propose the new notion of PKC as a dynamic time-space synthesis and its associated sea-like heuristic metaphor. These elucidate how the intricate interconnectivity of a focal firm with its diverse strategic partners kindles a discursive, multi-path knowledge creation process in ICT-driven CBMs under multiple jurisdictions with manifold cultures. Research limitations/implications Implications regarding the role of cross-cultural management in creating new knowledge within CBMs are provided. Originality/value The research complements and enriches Nonaka’s (1994) theory and its underlying metaphor “ba” (by incorporating the abstruse yet vital role of culture in the synthesizing process of knowledge creation) to propose the novel ideas of PKC and the sea-like heuristic metaphor in CBMs.

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.

Culture, an excuse?—A critical analysis of essentialist assumptions in cross-cultural management research and practice

2018 ◽  
Vol 18 (3) ◽  
pp. 293-308 ◽  
Author(s):  
Johnny Långstedt
Keyword(s):  
Attribution Theory ◽  
Construction Projects ◽  
Large Scale ◽  
Cross Cultural ◽  
Cultural Backgrounds ◽  
Cultural Management ◽  
Valid Predictor ◽  
Intercultural Encounters ◽  
Management Context ◽  
Cross Cultural Management

The essentialist cross-cultural management paradigm legitimizes a discourse that undermines the agency of people with different cultural backgrounds. The assumptions that underlie the essentialist conceptualization of culture are investigated from an attribution theory perspective. The assumptions are largely based on making culture a valid predictor of action at the expense of the actor’s agency. The manifestation of the essentialist discourse in an international management context is investigated through an attribution theory framework on project professionals’ accounts of intercultural encounters in large-scale construction projects. The analysis shows that culture is used as the cause of actions but also as a means to excuse that actor for his actions. The analysis further shows how the essentialist conceptualization of culture creates a framework for using culture as both a cause of actions and an excuse. The article provides a nonessentialist conceptualization of culture and shows how the assumptions it rests on undermine the assumption that culture is a valid predictor of action. The essentialist assumption of culture can shroud the issues that underlie the challenges currently attributed to culture. Therefore, managers are encouraged to move from an essentialist conceptualization to a nonessentialist conceptualization of culture.

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.

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