Different Approaches to Wealth Creation

This chapter deals with the simple yet important question of whether national culture matters in today's rapidly globalizing world. This study explores the automobile sectors in Japan and the USA and examines the relevance to the cultural constructs of individualism/collectivism, time orientation, and uncertainty avoidance. To maximize research confidence with limited resources, it triangulates its qualitative findings and the literature concepts generated from quantitative research. The grounded findings include the connection between business practices and cultural values, the interrelated nature of cultural dimensions, and a clarification of the cultural construct of uncertainty avoidance.

Cultural Factors and Disruptions in the 21st Century

This chapter talks about the cultural factors and the various disruptions impacting business scenarios. Both are interconnected. Sometimes culture induces disruptions, and other times, disruptions force changes in the culture. The chapter is unique as it talks about the factors of disruptions and impacts on different businesses. It also discusses how the culture of a country is also an influencing factor, directly and indirectly, for the organisational culture and its performance. The chapter also throws light on major disruptions across industries, structures, job requirements, and skill requirements. It also gives a view of the situations in the Indian context. The chapter concludes by summarising some points through which organisations can sail through these disruptive times.

5W Principle in Export Incentive

Export incentive is a developing field with the innovations of the digital world. Organizational development, performance, and internationalization of enterprises are possible with this important resource. This important export resource, which varies from culture to culture, is examined in this chapter. Export incentive is handled considering the 5W principle, which is introduced as a new principle and process. The aim of the chapter is to create a new and strategic roadmap for the export incentives for the businesses and to determine the processes.

Cross-Cultural Leadership

This chapter aims to explain how the differences in national cultures have an impact on understanding the concept of leadership and leadership styles in an intercultural perspective. Leaders need to recognize the culture of their community and be aware of cultural differences. These cultural characteristics affect the behavior and attitudes of the leaders. Leaders need to understand the effects and possible consequences of these cultural differences at the organizational and managerial levels for effective management and organizational success. In this respect, the concept of leadership and the process of development of leadership are examined in a literature review. Following the analysis of leadership theories and leadership styles, the cultural dimensions of Hofstede are examined in the section of cultural differentiation and dimensions. Finally, national culture dimensions in cross-cultural leadership were examined.

Transferring Japanese Management Practices in Asia and the West

This chapter aims to identify and investigate the transferability of Japanese management practices in Asia and the West. Through a review of existing literature regarding Japanese management practices in Asia and the West, it attempts to identity and further explain how Japanese management practices can be (non-)transferrable into different national contexts. In the past, work on Japanese management practices had mainly focused on their cost-effectiveness in the Western countries. In and after the 2000s, however, this focus on the Western contexts has been gradually shifting to Asia institutionally (i.e., local labour market and regulations) while becoming culturally closer to Japan (i.e., in terms of national culture, such as collectivism and hierarchy). This chapter therefore tries to establish whether or not Japanese management practices can be (non-)transferrable into Asian contexts; if so, why so? If not, why not?

Cultural Diversity and Performance of Cameroonian Companies

The objective of this study is to highlight the effects of ethnic, linguistic, and religious diversity on business sustainability in Cameroon. To achieve this objective, the authors used data from a survey conducted in the cities of Douala and Yaoundé by the Laboratory for Research in Fundamental and Applied Economics (LAREFA) of the University of Dschang. Using a censored Tobit model, the following results were obtained: (1) Ethnic diversity and linguistic diversity each have a positive effect on the sustainability of Cameroonian companies. However, when the linguistic diversity index is too high, its effect becomes significantly negative. (2) Whatever its level, religious diversity has a negative effect on the sustainability of Cameroonian companies.

The Role of Emotional Intelligence in the Culture-Entrepreneurship Fit Perspective

Values are at the core of cultures, and this view has also dominated research on cross-cultural comparative entrepreneurship. However, empirical evidence relating cultural values and entrepreneurial behaviors has been mixed. Scholars have therefore suggested that cultural values may influence entrepreneurship only indirectly, thereby suggesting the existence of intermediary mechanisms linking cultural values and entrepreneurship. One such mechanism could be through the influence of culture-specific emotional intelligence (CSEI) on entrepreneurial behaviors. CSEI can be explained as culturally driven implicit beliefs rather than it being a direct manifestation of overarching cultural values, several manifestations of which shape entrepreneurial behaviors differently across countries. As such, CSEI has a unique position in the culture-entrepreneurship fit perspective.

It Is Certainly a Different Manner!

The present study seeks to understand intercultural communication patterns, characteristics, and styles of team members that engage in virtual collaboration with people from diverse backgrounds known as global virtual team (GVT). Twenty respondents were interviewed in order to develop a rich understanding of the intercultural communication and styles within a GVT, based on Edward Hall's cultural dimensions. The results reveal that GVT members from high context cultures demonstrate indirect communication styles, use non-verbal approaches, and employ silence and polite gestures in certain situations, while low context GVT members are more prone to direct and straightforward communication styles with many verbal responses in online team discussion. In essence, the findings provide key implication to global managers: be prepared to work with cultural diversity in terms of being open-minded, develop a high level of tolerance, and become culturally sensitive to different approaches and preferences of communication styles as employed by team members when working at a distance.