Pub Date : 2020-04-15DOI: 10.1093/oso/9780198857471.003.0007
P. d’Iribarne, Sylvie Chevrier, Alain Henry, J. Segal, Geneviève Tréguer-Felten
Making decisions involves many risks such as ignoring relevant points of view; angering those who are frustrated, inducing them, once the decision has been made, to hinder its implementation. One way to limit these risks is to frame decisions with rituals. However, for a ritual to work, it must appear respectable; and this relies on an eminently cultural interpretation. To understand what is at stake, two aspects of the decision-making process are explored successively. First, a Franco-Dutch case demonstrates how social interactions intervene in the idea selection. Second, examples from Cameroon and Jordan show the suspicions and resentment that any decision is likely to generate among those who suffer from it. However, appropriate procedures are likely to overcome suspicions and to give a sense of fairness.
{"title":"Decision-making","authors":"P. d’Iribarne, Sylvie Chevrier, Alain Henry, J. Segal, Geneviève Tréguer-Felten","doi":"10.1093/oso/9780198857471.003.0007","DOIUrl":"https://doi.org/10.1093/oso/9780198857471.003.0007","url":null,"abstract":"Making decisions involves many risks such as ignoring relevant points of view; angering those who are frustrated, inducing them, once the decision has been made, to hinder its implementation. One way to limit these risks is to frame decisions with rituals. However, for a ritual to work, it must appear respectable; and this relies on an eminently cultural interpretation. To understand what is at stake, two aspects of the decision-making process are explored successively. First, a Franco-Dutch case demonstrates how social interactions intervene in the idea selection. Second, examples from Cameroon and Jordan show the suspicions and resentment that any decision is likely to generate among those who suffer from it. However, appropriate procedures are likely to overcome suspicions and to give a sense of fairness.","PeriodicalId":210634,"journal":{"name":"Cross-Cultural Management Revisited","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122826193","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}
Pub Date : 2020-04-15DOI: 10.1093/oso/9780198857471.003.0005
P. d’Iribarne, Sylvie Chevrier, Alain Henry, J. Segal, Geneviève Tréguer-Felten
It is generally admitted that, in different national contexts, employees expect different behaviours from their managers. This chapter goes further and highlights the diverse culturally rooted conceptions of ‘virtuous authority’ which meets employees’ expectations. It draws upon a comparison between the recommendations on how to develop their leadership addressed to future managers in the United States, Germany, and France. These prescriptions, taken from management consulting sites of the three countries, differ in several respects. The differences relate to the diverse cultural interpretations of the particular social relationship that the hierarchical subordination represents. More precisely, the acceptable ways of exercising hierarchical authority in each country are those that dispel the fears locally associated with subordination. Each way offers counterbalances that, in practice and symbolically, make it possible to rebalance a social relationship that would otherwise be considered too unequal.
{"title":"Leadership","authors":"P. d’Iribarne, Sylvie Chevrier, Alain Henry, J. Segal, Geneviève Tréguer-Felten","doi":"10.1093/oso/9780198857471.003.0005","DOIUrl":"https://doi.org/10.1093/oso/9780198857471.003.0005","url":null,"abstract":"It is generally admitted that, in different national contexts, employees expect different behaviours from their managers. This chapter goes further and highlights the diverse culturally rooted conceptions of ‘virtuous authority’ which meets employees’ expectations. It draws upon a comparison between the recommendations on how to develop their leadership addressed to future managers in the United States, Germany, and France. These prescriptions, taken from management consulting sites of the three countries, differ in several respects. The differences relate to the diverse cultural interpretations of the particular social relationship that the hierarchical subordination represents. More precisely, the acceptable ways of exercising hierarchical authority in each country are those that dispel the fears locally associated with subordination. Each way offers counterbalances that, in practice and symbolically, make it possible to rebalance a social relationship that would otherwise be considered too unequal.","PeriodicalId":210634,"journal":{"name":"Cross-Cultural Management Revisited","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123382144","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}
Pub Date : 2020-04-15DOI: 10.1093/oso/9780198857471.003.0012
P. d’Iribarne, Sylvie Chevrier, Alain Henry, J. Segal, Geneviève Tréguer-Felten
Establishing a worldwide corporate identity is a priority for most organizations nowadays. To do so, they generally include in their corporate websites ELF self-presentations that were either initially written in the companies’ home language for their home audiences and simply translated into ELF, or written in ELF with an international audience in mind. However, can these self-profiles achieve their trust-building objective with audiences that are unknown but for their ability to understand the language? In other words, does the cross-border linguistic transfer of the content and rhetoric underpinning their presentations work well? A case study of self-profiles produced in China and France points to discrepancies that not only indicate a possible negative answer, but also that the ideal company image that organizations are striving to convey differs with their cultures. Some rare companies show that adaptation to local communication styles and culture could help corporate communication to fare better.
{"title":"Corporate Communication","authors":"P. d’Iribarne, Sylvie Chevrier, Alain Henry, J. Segal, Geneviève Tréguer-Felten","doi":"10.1093/oso/9780198857471.003.0012","DOIUrl":"https://doi.org/10.1093/oso/9780198857471.003.0012","url":null,"abstract":"Establishing a worldwide corporate identity is a priority for most organizations nowadays. To do so, they generally include in their corporate websites ELF self-presentations that were either initially written in the companies’ home language for their home audiences and simply translated into ELF, or written in ELF with an international audience in mind. However, can these self-profiles achieve their trust-building objective with audiences that are unknown but for their ability to understand the language? In other words, does the cross-border linguistic transfer of the content and rhetoric underpinning their presentations work well? A case study of self-profiles produced in China and France points to discrepancies that not only indicate a possible negative answer, but also that the ideal company image that organizations are striving to convey differs with their cultures. Some rare companies show that adaptation to local communication styles and culture could help corporate communication to fare better.","PeriodicalId":210634,"journal":{"name":"Cross-Cultural Management Revisited","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126147818","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}
Pub Date : 2020-04-15DOI: 10.1093/oso/9780198857471.003.0008
P. d’Iribarne, Sylvie Chevrier, Alain Henry, J. Segal, Geneviève Tréguer-Felten
The institutional mechanisms that regulate labour relations will be all the more effective that they make sense within the cultural universes of meaning of the negotiating partners. This close linkage is illustrated by two contrasting situations. The first, which stands as a counterexample, takes place in a French territory of the South Pacific where transferred institutions induce deep misunderstandings between managers from metropolitan France and Oceanian trade unionists. The second is located in the United States. In that case, the bargaining system fits the American interpretations of labour relations in terms of market relations. This coherence sheds light on the performance and longevity of a bargaining system that is unparalleled in the rest of the world.
{"title":"Industrial Relations","authors":"P. d’Iribarne, Sylvie Chevrier, Alain Henry, J. Segal, Geneviève Tréguer-Felten","doi":"10.1093/oso/9780198857471.003.0008","DOIUrl":"https://doi.org/10.1093/oso/9780198857471.003.0008","url":null,"abstract":"The institutional mechanisms that regulate labour relations will be all the more effective that they make sense within the cultural universes of meaning of the negotiating partners. This close linkage is illustrated by two contrasting situations. The first, which stands as a counterexample, takes place in a French territory of the South Pacific where transferred institutions induce deep misunderstandings between managers from metropolitan France and Oceanian trade unionists. The second is located in the United States. In that case, the bargaining system fits the American interpretations of labour relations in terms of market relations. This coherence sheds light on the performance and longevity of a bargaining system that is unparalleled in the rest of the world.","PeriodicalId":210634,"journal":{"name":"Cross-Cultural Management Revisited","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129373421","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}
Pub Date : 2020-04-15DOI: 10.1093/oso/9780198857471.003.0010
P. d’Iribarne, Sylvie Chevrier, Alain Henry, J. Segal, Geneviève Tréguer-Felten
The variety of values and customs strongly affects the behaviours considered to be morally acceptable, the motivations to behave ethically, and the types of control that a company can legitimately exercise over its employees. This chapter displays the benchmarks within which ethical approaches make sense in different cultures, both for company employees and for external stakeholders. First, the cultural embeddedness of social responsibility issues is examined with a focus on the differences between the approaches that prevail in France and in the United States. In the second part, the question of corruption is addressed through an Argentinian case. It is further developed by scrutinizing the differences between cultures in which an ethic of respect for principles prevails and those in which an ethic of loyalty towards relatives and friends is favoured.
{"title":"Ethics and Corporate Social Responsibility","authors":"P. d’Iribarne, Sylvie Chevrier, Alain Henry, J. Segal, Geneviève Tréguer-Felten","doi":"10.1093/oso/9780198857471.003.0010","DOIUrl":"https://doi.org/10.1093/oso/9780198857471.003.0010","url":null,"abstract":"The variety of values and customs strongly affects the behaviours considered to be morally acceptable, the motivations to behave ethically, and the types of control that a company can legitimately exercise over its employees. This chapter displays the benchmarks within which ethical approaches make sense in different cultures, both for company employees and for external stakeholders. First, the cultural embeddedness of social responsibility issues is examined with a focus on the differences between the approaches that prevail in France and in the United States. In the second part, the question of corruption is addressed through an Argentinian case. It is further developed by scrutinizing the differences between cultures in which an ethic of respect for principles prevails and those in which an ethic of loyalty towards relatives and friends is favoured.","PeriodicalId":210634,"journal":{"name":"Cross-Cultural Management Revisited","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141211946","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}
Pub Date : 2020-04-15DOI: 10.1093/oso/9780198857471.003.0009
P. d’Iribarne, Sylvie Chevrier, Alain Henry, J. Segal, Geneviève Tréguer-Felten
Everywhere customer satisfaction is crucial to business success. As a result, cross-cultural marketing has extensively studied the specific cultural expectations of customers regarding products and services. It has also investigated the influence of cultures on negotiation processes, especially in business-to-business transactions. However, the literature has overshadowed that what customer relations mean and how they are maintained vary across cultures. Three examples from China, France, and Côte d’Ivoire respectively illustrate different conceptions of customer relations. In each country, relations to customers make sense according to the prevailing forms of social relations. Providing, as well as obtaining, good customer service in each context requires an understanding of that specific cultural background.
{"title":"Customer Relations","authors":"P. d’Iribarne, Sylvie Chevrier, Alain Henry, J. Segal, Geneviève Tréguer-Felten","doi":"10.1093/oso/9780198857471.003.0009","DOIUrl":"https://doi.org/10.1093/oso/9780198857471.003.0009","url":null,"abstract":"Everywhere customer satisfaction is crucial to business success. As a result, cross-cultural marketing has extensively studied the specific cultural expectations of customers regarding products and services. It has also investigated the influence of cultures on negotiation processes, especially in business-to-business transactions. However, the literature has overshadowed that what customer relations mean and how they are maintained vary across cultures. Three examples from China, France, and Côte d’Ivoire respectively illustrate different conceptions of customer relations. In each country, relations to customers make sense according to the prevailing forms of social relations. Providing, as well as obtaining, good customer service in each context requires an understanding of that specific cultural background.","PeriodicalId":210634,"journal":{"name":"Cross-Cultural Management Revisited","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121227374","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}
Pub Date : 2020-04-15DOI: 10.1093/oso/9780198857471.003.0011
P. d’Iribarne, Sylvie Chevrier, Alain Henry, J. Segal, Geneviève Tréguer-Felten
In today’s linguistically-diverse business world, communication using English as a lingua franca (ELF)—the most frequently chosen common corporate language (CCL)—often overlooks intercultural difficulties. ELF words are generally perceived as conveying a unique meaning to all when, in fact, the sense that speakers make out of them draws on what is most easily accessible in their own minds—that is, their specific universe of meaning. This, along with the communicative styles imported from their native languages, slows organisations’ dynamics—a fact often mistakenly attributed to speakers’ poor ELF skills. Such meaning relativity has an impact on the credibility of cross-cultural studies relying on questionnaires. They use ELF formulations that, taken out of their original contexts, undergo back-and-forth translations, before being amalgamated and presented as evidence, although inherently flawed.
{"title":"Interpersonal Communication","authors":"P. d’Iribarne, Sylvie Chevrier, Alain Henry, J. Segal, Geneviève Tréguer-Felten","doi":"10.1093/oso/9780198857471.003.0011","DOIUrl":"https://doi.org/10.1093/oso/9780198857471.003.0011","url":null,"abstract":"In today’s linguistically-diverse business world, communication using English as a lingua franca (ELF)—the most frequently chosen common corporate language (CCL)—often overlooks intercultural difficulties. ELF words are generally perceived as conveying a unique meaning to all when, in fact, the sense that speakers make out of them draws on what is most easily accessible in their own minds—that is, their specific universe of meaning. This, along with the communicative styles imported from their native languages, slows organisations’ dynamics—a fact often mistakenly attributed to speakers’ poor ELF skills. Such meaning relativity has an impact on the credibility of cross-cultural studies relying on questionnaires. They use ELF formulations that, taken out of their original contexts, undergo back-and-forth translations, before being amalgamated and presented as evidence, although inherently flawed.","PeriodicalId":210634,"journal":{"name":"Cross-Cultural Management Revisited","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116024020","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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