The aim of the project “Comparative Analyses of European Identities in Business and Every-Day Behaviour” (EU-CAB) is to find out whether – regardless of the return to national state positions that has been obvious lately since the peak of the refugee movement in 2015 – a kind of European identity has been built up in the selected European nations. Furthermore, the project seeks to answer whether the perception of behaviour in these countries is similar or varies to a certain degree. The project covers the following EU member states: Finland, France, Hungary, Poland, Portugal, and Germany, 1 which were selected according to political and geographical criteria. The project’s staff is multi-disciplinary, including social psychologists and sociologists, engineers, linguists, economists, mathematicians and philosophers
{"title":"Comparative Analyses of European Identities in Business – and Every-Day Behaviour: Working and Living Together in Europe","authors":"Angela Diehl-Becker","doi":"10.18778/8220-533-6.03","DOIUrl":"https://doi.org/10.18778/8220-533-6.03","url":null,"abstract":"The aim of the project “Comparative Analyses of European Identities in Business and Every-Day Behaviour” (EU-CAB) is to find out whether – regardless of the return to national state positions that has been obvious lately since the peak of the refugee movement in 2015 – a kind of European identity has been built up in the selected European nations. Furthermore, the project seeks to answer whether the perception of behaviour in these countries is similar or varies to a certain degree. The project covers the following EU member states: Finland, France, Hungary, Poland, Portugal, and Germany, 1 which were selected according to political and geographical criteria. The project’s staff is multi-disciplinary, including social psychologists and sociologists, engineers, linguists, economists, mathematicians and philosophers","PeriodicalId":159219,"journal":{"name":"Facets of Managing in Cross-Cultural Diversity","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129148810","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This chapter provides an insight into culture and performance appraisal practices and processes in the South African public sector. Performance appraisal is an element of performance management – a relatively new phenomenon in many African countries, which depends on western-oriented reform initiatives and is becoming increasingly more popular. Literary discussions about cultural influences on performance appraisals in South Africa and some African countries are limited. Performance appraisal is a complex process whose outcomes are used for decision-making in an organisation – to improve employee performance. This chapter concludes that many African practices, attitudes and customs affect the effective use of performance appraisals in improving employee performance in the public sector. The chapter contributes to findings regarding cultural influences on performance appraisal in the South African public sector and the African public sector in general.
{"title":"Culture and Performance Appraisal Processes and Practices: Critical Insights from the South African Public Sector","authors":"T. Masiya, H. Kanengoni","doi":"10.18778/8220-533-6.10","DOIUrl":"https://doi.org/10.18778/8220-533-6.10","url":null,"abstract":"This chapter provides an insight into culture and performance appraisal practices and processes in the South African public sector. Performance appraisal is an element of performance management – a relatively new phenomenon in many African countries, which depends on western-oriented reform initiatives and is becoming increasingly more popular. Literary discussions about cultural influences on performance appraisals in South Africa and some African countries are limited. Performance appraisal is a complex process whose outcomes are used for decision-making in an organisation – to improve employee performance. This chapter concludes that many African practices, attitudes and customs affect the effective use of performance appraisals in improving employee performance in the public sector. The chapter contributes to findings regarding cultural influences on performance appraisal in the South African public sector and the African public sector in general.","PeriodicalId":159219,"journal":{"name":"Facets of Managing in Cross-Cultural Diversity","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123492345","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Wasta (in the Arabic literature wasta) means “intercession” or “mediation”. This concept covers a wide range of social activities. In the West it is known as clientelism, due to the existence of an informal relationship between the client (requestor of Wasta-demanding interest) and the possessor. The purpose of this paper is to analyze Wasta in an Arabic country through the three dimensions of the social capital (structural, cognitive, relational). To achieve this aim a theoretical research method was used to analyze Wasta. As a social mechanism in an Arabic country, Wasta can be considered an example of social capital, due to the fact that it contains the structural, cognitive and relational dimensions of the social capital mentioned in the literature.
{"title":"Cultural Differences in Understanding Social Capital – Wasta and Social Capital","authors":"Omar Shaheen","doi":"10.18778/8220-533-6.06","DOIUrl":"https://doi.org/10.18778/8220-533-6.06","url":null,"abstract":"Wasta (in the Arabic literature wasta) means “intercession” or “mediation”. This concept covers a wide range of social activities. In the West it is known as clientelism, due to the existence of an informal relationship between the client (requestor of Wasta-demanding interest) and the possessor. The purpose of this paper is to analyze Wasta in an Arabic country through the three dimensions of the social capital (structural, cognitive, relational). To achieve this aim a theoretical research method was used to analyze Wasta. As a social mechanism in an Arabic country, Wasta can be considered an example of social capital, due to the fact that it contains the structural, cognitive and relational dimensions of the social capital mentioned in the literature.","PeriodicalId":159219,"journal":{"name":"Facets of Managing in Cross-Cultural Diversity","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126535535","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Management in a Multicultural Environment","authors":"Katarzyna Januszkiewicz, J. Wiktorowicz","doi":"10.18778/8220-533-6.08","DOIUrl":"https://doi.org/10.18778/8220-533-6.08","url":null,"abstract":"","PeriodicalId":159219,"journal":{"name":"Facets of Managing in Cross-Cultural Diversity","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123542156","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The purpose of this chapter is to identify the reasons for the emigration of Ukrainian employees and to explain the importance of cultural proximity and human resources practices whose aim is to keep them in Polish organisations. The considerations are based on a desk research analysis of migrations of Ukrainians, and on the results of quantitative empirical research conducted by the Authors regarding national cultures, values related to work and managing human resources. The research results allowed to determine problems faced by Ukrainian workers employed in Poland, as well as human resource management practices to help overcome them. The study shows that cultural proximity, linguistic similarity or common history favour the choice of Poland as the direction of migration for Ukrainians, and human resources management practices of Polish employers favour quick implementation to work in Poland.
{"title":"Migration of Employees from Ukraine – Cultural Proximity and Human Resources Management Practices as a Chance to Keep them in Poland","authors":"Katarzyna Gadomska-Lila, V. Moskalenko","doi":"10.18778/8220-533-6.07","DOIUrl":"https://doi.org/10.18778/8220-533-6.07","url":null,"abstract":"The purpose of this chapter is to identify the reasons for the emigration of Ukrainian employees and to explain the importance of cultural proximity and human resources practices whose aim is to keep them in Polish organisations. The considerations are based on a desk research analysis of migrations of Ukrainians, and on the results of quantitative empirical research conducted by the Authors regarding national cultures, values related to work and managing human resources. The research results allowed to determine problems faced by Ukrainian workers employed in Poland, as well as human resource management practices to help overcome them. The study shows that cultural proximity, linguistic similarity or common history favour the choice of Poland as the direction of migration for Ukrainians, and human resources management practices of Polish employers favour quick implementation to work in Poland.","PeriodicalId":159219,"journal":{"name":"Facets of Managing in Cross-Cultural Diversity","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125929911","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The rise of artificial intelligence (AI) and its growing capacity in sensing, cognizing, and performing, is directly exposing the human workforce to the competition with more and more intelligent machines. The potential replacement of the human workforce by AI has become the starting point for a scientific discussion not only for human resources management, but also for organizational anthropology and cross-cultural management. Managers should know the nature of machines replacing humans, and develop strategies to deal with the phenomenon. This chapter presents examples of professions that can be replaced by technology. It also shows a case where such a replacement has already happened. It tries to answer the question if the human workforce can be universally (globally) “disrupted” by autonomous technologies, and it lies the foundation for future research regarding the acceptance of technology in various cultures.
{"title":"Replaced by Machines? The Intelligent (Ro)Bots as the Disruptive Innovation for Human Workforce in Cross Cultural Perspective","authors":"Artur Modliński, Marcin Bartosiak","doi":"10.18778/8220-533-6.05","DOIUrl":"https://doi.org/10.18778/8220-533-6.05","url":null,"abstract":"The rise of artificial intelligence (AI) and its growing capacity in sensing, cognizing, and performing, is directly exposing the human workforce to the competition with more and more intelligent machines. The potential replacement of the human workforce by AI has become the starting point for a scientific discussion not only for human resources management, but also for organizational anthropology and cross-cultural management. Managers should know the nature of machines replacing humans, and develop strategies to deal with the phenomenon. This chapter presents examples of professions that can be replaced by technology. It also shows a case where such a replacement has already happened. It tries to answer the question if the human workforce can be universally (globally) “disrupted” by autonomous technologies, and it lies the foundation for future research regarding the acceptance of technology in various cultures.","PeriodicalId":159219,"journal":{"name":"Facets of Managing in Cross-Cultural Diversity","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115706717","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Identity – a Brief Humanistic Perspective","authors":"Joanna Sośnicka","doi":"10.18778/8220-533-6.02","DOIUrl":"https://doi.org/10.18778/8220-533-6.02","url":null,"abstract":"","PeriodicalId":159219,"journal":{"name":"Facets of Managing in Cross-Cultural Diversity","volume":"CE-28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132694400","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Diversity has been a popular term both in theory and practice for many decades, especially with globalization. This chapter discusses diversity and diversity management with special reference to cultural diversity. The aim of this chapter is to understand: how diversity has been viewed and explained, what concepts and models explain diversity, what solutions are given in managing diversity, and what the future of managing cultural diversity might be. A targeted literature review was carried out for the purpose, using journal articles, selected books, theses and documents, as well as other open web sources. The review outcomes show that: diversity has been viewed differently in different times, it is mainly explained in terms of its cognitive and cultural dimensions, diversity management has been mainly targeted for performance improvements, and in the future managing cross-cultural diversity is likely to focus on enabling individuals to be more successful in different cultures, based on their cultural competencies and intelligence, rather than on ethnocentric views towards other cultures.
{"title":"Managing in Diversity: the Major Domain and Contemporary Transitions","authors":"Udaya Mohan Devadas","doi":"10.18778/8220-533-6.04","DOIUrl":"https://doi.org/10.18778/8220-533-6.04","url":null,"abstract":"Diversity has been a popular term both in theory and practice for many decades, especially with globalization. This chapter discusses diversity and diversity management with special reference to cultural diversity. The aim of this chapter is to understand: how diversity has been viewed and explained, what concepts and models explain diversity, what solutions are given in managing diversity, and what the future of managing cultural diversity might be. A targeted literature review was carried out for the purpose, using journal articles, selected books, theses and documents, as well as other open web sources. The review outcomes show that: diversity has been viewed differently in different times, it is mainly explained in terms of its cognitive and cultural dimensions, diversity management has been mainly targeted for performance improvements, and in the future managing cross-cultural diversity is likely to focus on enabling individuals to be more successful in different cultures, based on their cultural competencies and intelligence, rather than on ethnocentric views towards other cultures.","PeriodicalId":159219,"journal":{"name":"Facets of Managing in Cross-Cultural Diversity","volume":"168 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124344980","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Diversity and Inclusion Practices among Different Cultures","authors":"Marta M. Borkowska","doi":"10.18778/8220-533-6.09","DOIUrl":"https://doi.org/10.18778/8220-533-6.09","url":null,"abstract":"","PeriodicalId":159219,"journal":{"name":"Facets of Managing in Cross-Cultural Diversity","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124757652","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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