Redefining Motivation in Digital Transformation

The rapid pace of change and the rapid growth of technology, especially artificial intelligence, are accelerating the pace of organizational transformation in enterprises. Organizations must be able to respond appropriately. Hierarchical structures still dominate current organizational systems. One way to respond adequately to today's challenges is to introduce flat organizational structures that represent a specific decentralized management system. Flat organizational structures, represented mainly by holacracy, require other ways of motivating workers, mostly predominantly millennials. In addition, organizations can no longer count on employee loyalty. However, boss-less organizations that rely on self-management and self-control are not suitable for every employee, and the concept of self-management and the boss-less organization has to be further developed and adjusted. The solution can be to redesign a traditional hierarchical model of needs that should be adapted and targeted to the current needs of flat organization employees that no longer count on managers.

Cultivating Cultural Self-Awareness

This chapter analyzes the importance of using appropriate pedagogic and practical tools to develop cultural self-awareness in international business (IB) students in a classroom setting, establishing the foundations for future international business executives. Based on recent research, the author posits that IB students need to develop three basic knowledge bases: (1) their cultural intelligence level, (2) their potential implicit biases, and (3) the use of critical thinking to avoid certain psychological traps or hijackers. Using cultural self-assessments, developing the understanding of psychological factors affecting decision-making processes, and incorporating the use of critical thinking should reduce the negative role of unconscious biases during cross-cultural interactions. The author posits about the effectiveness of cultural profiling tools in predicting and identifying potential cultural pitfalls and challenges. Finally, the author recommends incorporating the practical use of cultural profiling tools in simulation or case studies.

Nation Branding in the Context of State Administration Agenda

The chapter focuses on relationships, structures, and processes that fundamentally influence the implementation of the nation branding strategy, the scope of activities carried out by institutional actors, and the extent of involvement of these actors in the process of nation branding. It studies the activities the official actors carry out in the nation branding scope and identifies what their priorities are in the integrated state presentation. It identifies the sources of double-track activities processes in the distribution of the roles and extent of involvement of public diplomacy actors, as well as institutions responsible for presentation of a country. Without attempting to initiate changes in legislation or hierarchy of the state actors involved in nation branding, it brings insight into informal layer of formal relationships and interactions and brings a proposal on how to formally simplify the process of implementation of the nation branding strategy in the Czech Republic.

Psychological Distance and Culture

This chapter introduces psychological distance into cultural studies as an alternative way of conceptualizing individual differences. Unlike most cross-cultural frameworks that are at the group level, psychological distance provides an individual level conceptualization of distance. This conceptualization can complement the more group level and static frameworks that dominate management theory. The framework is rooted in knowledge theory. By developing the concepts of socially embedded tacit vs. explicit knowledge, the chapter demonstrates that explicit models of cultural difference, such as Hoftsede's Cultural Dimensions, do not capture the lived tacit experience of managers working in a cross-cultural setting. This chapter is conceptual, but the framework that is developed here emerged from fieldwork conducted by the author on returnee executives in Korea. Psychological distance consists of four dimensions: time, space, social relations, and probability. These dimensions relate to the level of mental construal between an individual and a foreign knowledge practice.

High-Performance Work Systems in a Cross-Cultural Context

The strategic human resource management field has increased the contributions, comparing cross-cultural aspects, mainly involving the East and West cultures, but there is a gap regarding on knowing how the implementation practices impacts and how they are impacted by cultural differences. Through a qualitative contribution, this research was developed in a multinational company in Sweden with a subsidiary in Brazil. The focus is to answer the questions: How high-performance work systems are applied in different cultural contexts? How do cultural dimensions affect high-performance work systems' adaptation? The findings have shown that strong organizational cultures could overlap country differences, but adaptations could allow innovative exchanges and raise employee commitment and participation. High-performance work systems are practices that could be used in cross-cultural territories, but not without considering cultural and local adaptations. After institutionalized, the local adaptation could be able to enlarge organizational performance.

Culture From a Value Systems Perspective

International interdisciplinary projects (IDR) are a microcosm of multicultural landscapes. Through a culture theories perspective, in particular, viewing culture as a system of explicitly and implicitly coded values, this chapter conveys the processes and results of a study that investigates and uncovers the management strategies of an IDR project, CATCH. The study of culture from a value systems approach enables a more subtle and nuanced approach to the analysis and framing of cultural heterogeneity in the context of an IDR project, beyond the often dichotomous, cultural dimensions construct. Due to the multiple actors in an IDR project, the example of CATCH illustrates a more nuanced view of cultural filters that arise from each academic discipline. Using the culture as value systems perspective, this chapter shows how multicultural landscapes and different resulting knowledges can be leveraged towards an integrated worldview when solving challenges in a globalized world with limited resources.

Possibilities and Challenges for Intercultural Research in Global Urbanism

Globalization has brought about an increased exposure to intercultural contexts and practices. Researchers see how their professional practices include an increasing degree of exposure to researchers and practices from other cultural contexts and disciplines. In the field of urbanism, this happens via two processes that the author will analyze in this chapter: (1) processes of participatory learning and research in networks formed by alliances of researchers, or researchers and citizens, in the intercultural city; (2) transnational circuits of research ideas (a process of intercultural symbiosis). The author analyze processes of intercultural research as alliances and circuits and assemblages (participatory, transnational urbanism) as means to highlight the complex nature of intercultural practices and their implications.

Digitalization of Cultural and Creative Industries and Its Economic and Social Impact

Digitalization has become a buzzword in all aspects of our lives. Therefore, it has significantly impacted the sector of cultural and creative industries, and it has had huge economic and social impacts. Cultural and creative industries are some of the fastest growing industries and represent a significant contribution to the economy, the creation of jobs, and quality of life. With the massive wave of digitalization, institutions within creative industries have faced new challenges of how to respond to this shifting environment while staying true to their mission and values. If they want to thrive, they need to adjust their business models to the technological, political, and economic changes. The aim of this chapter is to provide an understanding of the digitalization in the sector and the social and economic impacts of digital transformation on cultural and creative industries as well as change the way cultural products are distributed and consumed.

Post-Hofstedean Approaches to Culture

The purpose of the field of cross-cultural management, amongst others, is to aid managers in dealing with new issues stemming from international encounters and employees from culturally diverse backgrounds. With today's businesses operating on the global market, exacerbated cross-cultural management challenges are more than ever in need of successful managers. Yet, it appears that the originally introduced approaches to successfully manage across cultures have undergone only little development. For this purpose, this chapter highlights the backlog demand of the field by discussing key issues with Hofstedean approaches and subsequentially identifying potential methodological approaches to advance the theoretical field and aiding practitioners. In this line, it will be argued that emic approaches, taking an ontological position of constructivism and epistemological stances of interpretivism through hermeneutics, could facilitate closing the gap between practice and academe. Recommendations for future research and relevant stakeholders are provided.

National and Organizational Culture and Its Impacts on the Negotiations Between United States and Mexico in the Case of USMC-TEMEC

The organizational culture at the nation level is integrated by values, attitudes, workforce, loyalty, interpersonal relationships, etc. of its members. In the present investigation, the key to the business success of Mexico and the United States taking into consideration an element of analysis for its achievement is explained, making a comparison between both countries. There is a national culture with greater impact on organizations in the US than in Mexico. The methodology used was qualitative, exploratory, descriptive, and comparative. This research shows that the national culture affects the ways of acting of the members of the companies. The study was qualitative using only secondary sources for the investigation.