Pub Date : 2022-01-01DOI: 10.1504/ijcultm.2022.126909
Jose Areekadan
{"title":"Organisational culture: literature review","authors":"Jose Areekadan","doi":"10.1504/ijcultm.2022.126909","DOIUrl":"https://doi.org/10.1504/ijcultm.2022.126909","url":null,"abstract":"","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"18 1","pages":""},"PeriodicalIF":2.4,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89649705","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 : 2021-12-01DOI: 10.1177/14705958211039071
A. Thirlwall, D. Kuzemski, Mahshid Baghestani, M. Brunton, S. Brownie
The United Arab Emirates (UAE) has a very small population of national citizens, so it relies on foreign workers who bring a range of cultures with them, resulting in a unique multi-cultural context. Unlike Western countries, such as the UK, Canada and Australia, workers are unable to permanently migrate to the UAE, so instead they hold temporary, expatriate status. This exploratory study focuses on the experiences of internationally qualified, expatriate nurses in hospitals in Al Ain, gathered by qualitative interviews. Twenty-one registered nurses participated in this study. The nurses faced challenges associated with language requirements and differing cultural expectations, and displayed limited acculturation, which compromised their ability to provide appropriate care for patients. The temporary nature of the work, cultural expectations, language difficulties and potential improvements are discussed. The findings have important implications for organizations that employ large groups of staff from overseas in all sectors. This article contributes to knowledge of expatriates’ challenges in the UAE and highlights the difficulties of working in a diverse environment, leading to a range of actions being recommended for managers.
{"title":"‘Every day is a challenge’: Expatriate acculturation in the United Arab Emirates","authors":"A. Thirlwall, D. Kuzemski, Mahshid Baghestani, M. Brunton, S. Brownie","doi":"10.1177/14705958211039071","DOIUrl":"https://doi.org/10.1177/14705958211039071","url":null,"abstract":"The United Arab Emirates (UAE) has a very small population of national citizens, so it relies on foreign workers who bring a range of cultures with them, resulting in a unique multi-cultural context. Unlike Western countries, such as the UK, Canada and Australia, workers are unable to permanently migrate to the UAE, so instead they hold temporary, expatriate status. This exploratory study focuses on the experiences of internationally qualified, expatriate nurses in hospitals in Al Ain, gathered by qualitative interviews. Twenty-one registered nurses participated in this study. The nurses faced challenges associated with language requirements and differing cultural expectations, and displayed limited acculturation, which compromised their ability to provide appropriate care for patients. The temporary nature of the work, cultural expectations, language difficulties and potential improvements are discussed. The findings have important implications for organizations that employ large groups of staff from overseas in all sectors. This article contributes to knowledge of expatriates’ challenges in the UAE and highlights the difficulties of working in a diverse environment, leading to a range of actions being recommended for managers.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"21 1","pages":"430 - 451"},"PeriodicalIF":2.4,"publicationDate":"2021-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48235360","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 : 2021-11-22DOI: 10.1177/14705958211060189
Gita Bajaj, Surabhi Khandelwal, P. Budhwar
In this paper, leadership tasks and stakeholder response during transboundary crisis management are analyzed based on findings from Hofstede’s study, GLOBE Project, and theoretical concepts in cross-cultural management. Accordingly, a conceptual model of transcultural crisis management is proposed. Seven propositions (P) and sixteen sub-propositions (SP) are developed and then tested using the case method. The case of the COVID-19 pandemic is studied to note the effects of cross-cultural differences and intercultural communication in the pre-crisis, crisis, and post-crisis stages. Cross-cultural differences are found to affect sense-making, decision-making, sense-giving and meaning-making during pre-crisis and crisis management stages. Implications of these findings and further research agenda are discussed.
{"title":"COVID-19 pandemic and the impact of cross-cultural differences on crisis management: A conceptual model of transcultural crisis management","authors":"Gita Bajaj, Surabhi Khandelwal, P. Budhwar","doi":"10.1177/14705958211060189","DOIUrl":"https://doi.org/10.1177/14705958211060189","url":null,"abstract":"In this paper, leadership tasks and stakeholder response during transboundary crisis management are analyzed based on findings from Hofstede’s study, GLOBE Project, and theoretical concepts in cross-cultural management. Accordingly, a conceptual model of transcultural crisis management is proposed. Seven propositions (P) and sixteen sub-propositions (SP) are developed and then tested using the case method. The case of the COVID-19 pandemic is studied to note the effects of cross-cultural differences and intercultural communication in the pre-crisis, crisis, and post-crisis stages. Cross-cultural differences are found to affect sense-making, decision-making, sense-giving and meaning-making during pre-crisis and crisis management stages. Implications of these findings and further research agenda are discussed.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"21 1","pages":"569 - 601"},"PeriodicalIF":2.4,"publicationDate":"2021-11-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45301483","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 : 2021-11-21DOI: 10.1177/14705958211061007
E. Sokro, S. Pillay, T. Bednall
This study examines the influence of perceived organisational support (POS) on expatriates’ cross-cultural adjustment, assignment completion and job satisfaction in the sub-Saharan African context. While multinationals depend on expatriates to manage their foreign subsidiaries, successful expatriation is influenced by expatriates’ cross-cultural adjustment to their host country’s environment. Survey responses from 229 expatriates were analysed using partial least squares path modelling. The results reveal that support from their organisations relates positively to expatriate adjustment, assignment completion and job satisfaction. The empirical results also demonstrate that expatriate adjustment partially mediates the relationship between POS and assignment completion and job satisfaction. Furthermore, findings suggest that assignment completion positively influences job satisfaction and partially mediates the association between POS and job satisfaction. The findings of this research have important theoretical and practical implications for multinational companies operating in sub-Saharan Africa.
{"title":"The effects of perceived organisational support on expatriate adjustment, assignment completion and job satisfaction","authors":"E. Sokro, S. Pillay, T. Bednall","doi":"10.1177/14705958211061007","DOIUrl":"https://doi.org/10.1177/14705958211061007","url":null,"abstract":"This study examines the influence of perceived organisational support (POS) on expatriates’ cross-cultural adjustment, assignment completion and job satisfaction in the sub-Saharan African context. While multinationals depend on expatriates to manage their foreign subsidiaries, successful expatriation is influenced by expatriates’ cross-cultural adjustment to their host country’s environment. Survey responses from 229 expatriates were analysed using partial least squares path modelling. The results reveal that support from their organisations relates positively to expatriate adjustment, assignment completion and job satisfaction. The empirical results also demonstrate that expatriate adjustment partially mediates the relationship between POS and assignment completion and job satisfaction. Furthermore, findings suggest that assignment completion positively influences job satisfaction and partially mediates the association between POS and job satisfaction. The findings of this research have important theoretical and practical implications for multinational companies operating in sub-Saharan Africa.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"21 1","pages":"452 - 473"},"PeriodicalIF":2.4,"publicationDate":"2021-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46195725","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 : 2021-11-21DOI: 10.1177/14705958211063435
T. Jackson
You should submit your article to IJCCM if your work contributes significantly to cross-cultural management scholarship. We believe we are the only scholarly journal that has this as our main criterion for acceptance front and foremost. International business, international management and general management scholarly journals have a different intention: to contribute to knowledge in those general areas. Although we believe in the integration of knowledge and scholarship, our journal is a specialist one advancing scholarship in cross-cultural management. Period. At the same time, we do not believe our area, cross-cultural management studies, is mainstream enough. We do not believe it yet stands with other streams of specialisation. It gets lost in current mainstream journals amongst more dominant specialties. Our approach over the last 20 years has gained us a reputation as a niche journal. Yet this is part of cross-cultural management studies not being seen as fully integrated into the mainstream. This, in part, is a problem of under-development. There is a need to further develop our scholarship, and to do this within a journal that specialises in doing just that. And, in doing this in an inclusive way, and in a developmental way (without prescribing a preset view of what scholarship should be).
{"title":"Inclusive scholarship: why you should submit your work to International Journal of Cross Cultural Management","authors":"T. Jackson","doi":"10.1177/14705958211063435","DOIUrl":"https://doi.org/10.1177/14705958211063435","url":null,"abstract":"You should submit your article to IJCCM if your work contributes significantly to cross-cultural management scholarship. We believe we are the only scholarly journal that has this as our main criterion for acceptance front and foremost. International business, international management and general management scholarly journals have a different intention: to contribute to knowledge in those general areas. Although we believe in the integration of knowledge and scholarship, our journal is a specialist one advancing scholarship in cross-cultural management. Period. At the same time, we do not believe our area, cross-cultural management studies, is mainstream enough. We do not believe it yet stands with other streams of specialisation. It gets lost in current mainstream journals amongst more dominant specialties. Our approach over the last 20 years has gained us a reputation as a niche journal. Yet this is part of cross-cultural management studies not being seen as fully integrated into the mainstream. This, in part, is a problem of under-development. There is a need to further develop our scholarship, and to do this within a journal that specialises in doing just that. And, in doing this in an inclusive way, and in a developmental way (without prescribing a preset view of what scholarship should be).","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2021-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46071426","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 : 2021-11-17DOI: 10.1177/14705958211060159
A. Kara, M. Peterson, M. Søndergaard
Cross-cultural management scholars traditionally use country boundaries to study societal culture, while recognizing that regions within many countries show cultural differences. We review survey studies published in business journals between 1991 and 2021 that assess within-country cultural differences among administrative regions. We classify the articles according to their theoretical bases, methodological approaches, and outcomes. We use a functional, institutional, and critical event framework to suggest direction for theory that is and can be used to seek and explain within-country cultural regions. We also evaluate currently used databases, measurement, and analysis approaches to suggest ways forward.
{"title":"Seeking and explaining culturally meaningful within-country regions: A functional, institutional and critical event analysis","authors":"A. Kara, M. Peterson, M. Søndergaard","doi":"10.1177/14705958211060159","DOIUrl":"https://doi.org/10.1177/14705958211060159","url":null,"abstract":"Cross-cultural management scholars traditionally use country boundaries to study societal culture, while recognizing that regions within many countries show cultural differences. We review survey studies published in business journals between 1991 and 2021 that assess within-country cultural differences among administrative regions. We classify the articles according to their theoretical bases, methodological approaches, and outcomes. We use a functional, institutional, and critical event framework to suggest direction for theory that is and can be used to seek and explain within-country cultural regions. We also evaluate currently used databases, measurement, and analysis approaches to suggest ways forward.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"21 1","pages":"507 - 544"},"PeriodicalIF":2.4,"publicationDate":"2021-11-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49197111","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 : 2021-10-31DOI: 10.1177/14705958211057364
Sebastian Stoermer, J. Selmer, Jakob Lauring
Despite the vital role that trailing partners play for successful expatriation, we still know very little about what actually causes partners to thrive and integrate effectively into the new cultural context. However, as indications have emerged that the personality of partners could be key to a favorable acculturation trajectory, we set out to explore this further. More specifically, we assess the role of expatriate partners’ dispositional affectivity, that is, positive and negative affectivity. We examine this in relation to internal acculturation (in the form of interaction and general adjustment) and external acculturation (in the form of local community embeddedness and intentions to stay or to return home). Drawing on the data of 123 trailing partners, full support was found for three out of four hypotheses regarding the effects of positive affectivity. Further, a marginally significant negative association was identified for the relationship between positive affectivity and repatriation intentions. For negative affectivity, two hypotheses were met. Interestingly, no significant influence of negative affectivity on community embeddedness was found. The association between negative affectivity and interaction adjustment was marginally significant indicating some tentative support. In sum, this study corroborates that dispositional affectivity is an overall important concept to explain trailing partners’ acculturation. However, the role of positive and negative affectivity seems to vary along the different proxies of internal and external acculturation.
{"title":"Expatriate partners’ personality and its influence on acculturation into a new cultural context: Examining the role of dispositional affectivity","authors":"Sebastian Stoermer, J. Selmer, Jakob Lauring","doi":"10.1177/14705958211057364","DOIUrl":"https://doi.org/10.1177/14705958211057364","url":null,"abstract":"Despite the vital role that trailing partners play for successful expatriation, we still know very little about what actually causes partners to thrive and integrate effectively into the new cultural context. However, as indications have emerged that the personality of partners could be key to a favorable acculturation trajectory, we set out to explore this further. More specifically, we assess the role of expatriate partners’ dispositional affectivity, that is, positive and negative affectivity. We examine this in relation to internal acculturation (in the form of interaction and general adjustment) and external acculturation (in the form of local community embeddedness and intentions to stay or to return home). Drawing on the data of 123 trailing partners, full support was found for three out of four hypotheses regarding the effects of positive affectivity. Further, a marginally significant negative association was identified for the relationship between positive affectivity and repatriation intentions. For negative affectivity, two hypotheses were met. Interestingly, no significant influence of negative affectivity on community embeddedness was found. The association between negative affectivity and interaction adjustment was marginally significant indicating some tentative support. In sum, this study corroborates that dispositional affectivity is an overall important concept to explain trailing partners’ acculturation. However, the role of positive and negative affectivity seems to vary along the different proxies of internal and external acculturation.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"21 1","pages":"474 - 490"},"PeriodicalIF":2.4,"publicationDate":"2021-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48466916","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 : 2021-10-31DOI: 10.1177/14705958211057363
Nisha Nair, P. Selvaraj
The world over, countries have been racing to control the spread of the Covid-19 pandemic. Central to the mitigation of the virus spread is the ability of nations to ensure behavior of its people adheres to the constraints imposed in the wake of the pandemic. However, there has been much variation in how individuals and collectives have responded in conformance to expected behavioral changes necessitated by the pandemic. The paper offers a cross-cultural and social identity perspective based on group categorizations to understand the variation in pandemic responses in the context of two different countries, that of India and the United States. Relevant cultural dimensions of difference shaping behavior such as individualism-collectivism, power distance, and other cultural norms shaping divergent behavioral responses in the US and India are examined. Differing group categorizations relevant for each country are also explored to understand the dynamics of behavioral response, be it adherence to mask wearing and following norms of social distancing, or the migrant labor exodus in India from urban to rural areas amidst the first wave of the pandemic. Implications for managing behavioral responses considering cross-cultural differences and group categorization processes are also discussed.
{"title":"Using a cultural and social identity lens to understand pandemic responses in the US and India","authors":"Nisha Nair, P. Selvaraj","doi":"10.1177/14705958211057363","DOIUrl":"https://doi.org/10.1177/14705958211057363","url":null,"abstract":"The world over, countries have been racing to control the spread of the Covid-19 pandemic. Central to the mitigation of the virus spread is the ability of nations to ensure behavior of its people adheres to the constraints imposed in the wake of the pandemic. However, there has been much variation in how individuals and collectives have responded in conformance to expected behavioral changes necessitated by the pandemic. The paper offers a cross-cultural and social identity perspective based on group categorizations to understand the variation in pandemic responses in the context of two different countries, that of India and the United States. Relevant cultural dimensions of difference shaping behavior such as individualism-collectivism, power distance, and other cultural norms shaping divergent behavioral responses in the US and India are examined. Differing group categorizations relevant for each country are also explored to understand the dynamics of behavioral response, be it adherence to mask wearing and following norms of social distancing, or the migrant labor exodus in India from urban to rural areas amidst the first wave of the pandemic. Implications for managing behavioral responses considering cross-cultural differences and group categorization processes are also discussed.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"21 1","pages":"545 - 568"},"PeriodicalIF":2.4,"publicationDate":"2021-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46863263","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 : 2021-10-23DOI: 10.1177/14705958211055683
Andres Velez-Calle, Santiago Sosa, Joshua Large
Purpose: Culturally bound communication styles affect the length of verbal and written messages. Legal contracts are no exception. This paper aims to explore the relationship between cultural communication style and the level of written detail in international joint venture (IJV) contracts. Using a database of actual IJV contracts, we empirically test the relationship between the parties’ cultural communication styles, cultural distance, and the textual length of contracts. We apply Edward T. Hall’s high- and low-context communication construct and find that contracts are longer when made between parties of low- and high-context cultures and shorter when both parties come from high-context cultures relative to when both parties are low context. Additionally, we find that the higher the cultural distance in terms of individualism versus collectivism between partners, the shorter the text of the contracts. The results highlight the influence of culture on contract text length and, as such, on contract negotiation and design costs. This article contributes to the culture and strategic alliance literature by going beyond the assumption that low-context culture contracts are longer and high-context culture contracts shorter by testing it empirically.
{"title":"Cultural communication style and international joint venture contract length","authors":"Andres Velez-Calle, Santiago Sosa, Joshua Large","doi":"10.1177/14705958211055683","DOIUrl":"https://doi.org/10.1177/14705958211055683","url":null,"abstract":"Purpose: Culturally bound communication styles affect the length of verbal and written messages. Legal contracts are no exception. This paper aims to explore the relationship between cultural communication style and the level of written detail in international joint venture (IJV) contracts. Using a database of actual IJV contracts, we empirically test the relationship between the parties’ cultural communication styles, cultural distance, and the textual length of contracts. We apply Edward T. Hall’s high- and low-context communication construct and find that contracts are longer when made between parties of low- and high-context cultures and shorter when both parties come from high-context cultures relative to when both parties are low context. Additionally, we find that the higher the cultural distance in terms of individualism versus collectivism between partners, the shorter the text of the contracts. The results highlight the influence of culture on contract text length and, as such, on contract negotiation and design costs. This article contributes to the culture and strategic alliance literature by going beyond the assumption that low-context culture contracts are longer and high-context culture contracts shorter by testing it empirically.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2021-10-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43511942","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 : 2021-10-19DOI: 10.1177/14705958211051551
Roger Gill, Alexander Negrov
Young people throughout Eurasia are looking for leadership that is different from what preceding generations experienced in the Soviet era and many people are still accustomed to, namely a less top-down authoritarian style by a solo leader reflecting the outdated ‘Great Man’ model of ‘strong’ leadership and for a more collaborative, participative style with more dispersed leadership. This implies the need for a significant cultural change. Leadership development programmes now need to refocus their philosophy, objectives and methods on ways of developing a culture of participation, trust, a sense of belonging, teamwork and accountability and the required know-how and skills in today’s and future leaders. We present two research projects and a case study that reveal these needs and how a new approach to ethical and effective leadership development that appropriately integrates Western and Eastern values can help to liberate and develop the culture and economies of the Eurasia region and thereby make Eurasia a new global powerhouse.
{"title":"Perspectives on leadership development in post-Soviet Eurasia","authors":"Roger Gill, Alexander Negrov","doi":"10.1177/14705958211051551","DOIUrl":"https://doi.org/10.1177/14705958211051551","url":null,"abstract":"<p>Young people throughout Eurasia are looking for leadership that is different from what preceding generations experienced in the Soviet era and many people are still accustomed to, namely a less top-down authoritarian style by a solo leader reflecting the outdated ‘Great Man’ model of ‘strong’ leadership and for a more collaborative, participative style with more dispersed leadership. This implies the need for a significant cultural change. Leadership development programmes now need to refocus their philosophy, objectives and methods on ways of developing a culture of participation, trust, a sense of belonging, teamwork and accountability and the required know-how and skills in today’s and future leaders. We present two research projects and a case study that reveal these needs and how a new approach to ethical and effective leadership development that appropriately integrates Western and Eastern values can help to liberate and develop the culture and economies of the Eurasia region and thereby make Eurasia a new global powerhouse.</p>","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"3 5","pages":""},"PeriodicalIF":2.4,"publicationDate":"2021-10-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138503562","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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