Pub Date : 2024-05-08DOI: 10.1177/14705958241252313
Erzsébet Malota, Eszter Bogáromi, Tamás László
Our study investigated the acculturation process in a new culture from the perspectives of immigrants (interviewees) and members of the receiving culture (interviewers). One hundred and seven semi-structured interviews were carried out with foreigners from 38 countries who lived in Hungary for at least a year. Using a grounded theory approach, the perspectives and feelings of the interviewers were also analysed in addition to the interview texts. The results reveal that the receiving culture shows what we call a ‘two-stage receptive attitude’, which comprises at first, closedness and later, openness towards foreigners. A binary set of attitudes as ‘traveller or guest’ was observed in immigrants; the ‘guest’ makes efforts to take the host as a complementary actor into consideration, integrating the depths of the foreign culture, while the ‘traveller’ tastes the surface of a foreign culture and collects experiences. Based on our analysis, the dual modes of the traveller and the guest are interpreted as two ideal typical role conceptions or role realisations. Our study increases awareness of the complexity of the acculturation process, as the unique design provided insights into the importance of analysing the perspectives – in addition to those of the interviewees – of the reports from members of the receiving society to add to our understanding of cross-cultural encounters. In addition to its methodological novelty, the present study contributes to the literature by providing an in-depth understanding of the “traveller versus guest” typology and, accordingly, proposing ways to investigate how these two types might function in an organisation.
{"title":"Building a bridge with others: Alternative patterns of the acculturation process through the eyes of immigrants and members of the receiving culture","authors":"Erzsébet Malota, Eszter Bogáromi, Tamás László","doi":"10.1177/14705958241252313","DOIUrl":"https://doi.org/10.1177/14705958241252313","url":null,"abstract":"Our study investigated the acculturation process in a new culture from the perspectives of immigrants (interviewees) and members of the receiving culture (interviewers). One hundred and seven semi-structured interviews were carried out with foreigners from 38 countries who lived in Hungary for at least a year. Using a grounded theory approach, the perspectives and feelings of the interviewers were also analysed in addition to the interview texts. The results reveal that the receiving culture shows what we call a ‘two-stage receptive attitude’, which comprises at first, closedness and later, openness towards foreigners. A binary set of attitudes as ‘traveller or guest’ was observed in immigrants; the ‘guest’ makes efforts to take the host as a complementary actor into consideration, integrating the depths of the foreign culture, while the ‘traveller’ tastes the surface of a foreign culture and collects experiences. Based on our analysis, the dual modes of the traveller and the guest are interpreted as two ideal typical role conceptions or role realisations. Our study increases awareness of the complexity of the acculturation process, as the unique design provided insights into the importance of analysing the perspectives – in addition to those of the interviewees – of the reports from members of the receiving society to add to our understanding of cross-cultural encounters. In addition to its methodological novelty, the present study contributes to the literature by providing an in-depth understanding of the “traveller versus guest” typology and, accordingly, proposing ways to investigate how these two types might function in an organisation.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"22 1","pages":""},"PeriodicalIF":2.4,"publicationDate":"2024-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140927891","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 : 2024-04-06DOI: 10.1177/14705958241245370
Seoungbeom Hong, Rosemary Hyejin Moon, Jae Yoon Chang, Jin Nam Choi, Jiyoung Park
Anger expressed in organizations conveys potent social information that influences social perceptions and determines subsequent relationships among employees. The present research examined how cultural contexts and hierarchical structure of a given relationship interact to shape perceptions of anger expression. Conducting a survey on subsidiary employees of a multinational high-tech company, Study 1 showed that employees from the Confucian Asian culture (specifically Korea) evaluate anger expressed by high-status counterparts (i.e., managers) more positively in terms of appropriateness and effectiveness compared to those from the Anglo culture (specifically the United States). Study 2, which was based on different samples from the same company, showed that employees from another Confucian Asian country (Japan), compared to those from the Anglo culture (the United States), provide more positive evaluations of the anger expressed by high-status counterparts. In contrast, Study 2 further showed that this cultural difference is reversed when anger is expressed by equal-status counterparts (coworkers). Finally, Study 3 replicated the findings of Study 2 using online-recruited samples and further demonstrated that Confucian Asian sample (Koreans) is more likely to decide to hire a job applicant who expressed anger as a leader than Anglo sample (Americans) is. In contrast, this pattern is reversed when considering a job applicant who expressed anger as a coworker. Theoretical and practical implications for social emotions and cross-cultural management are discussed.
{"title":"Angry leaders and coworkers: Cross-cultural evaluation of anger expression through high-status and equal-status roles","authors":"Seoungbeom Hong, Rosemary Hyejin Moon, Jae Yoon Chang, Jin Nam Choi, Jiyoung Park","doi":"10.1177/14705958241245370","DOIUrl":"https://doi.org/10.1177/14705958241245370","url":null,"abstract":"Anger expressed in organizations conveys potent social information that influences social perceptions and determines subsequent relationships among employees. The present research examined how cultural contexts and hierarchical structure of a given relationship interact to shape perceptions of anger expression. Conducting a survey on subsidiary employees of a multinational high-tech company, Study 1 showed that employees from the Confucian Asian culture (specifically Korea) evaluate anger expressed by high-status counterparts (i.e., managers) more positively in terms of appropriateness and effectiveness compared to those from the Anglo culture (specifically the United States). Study 2, which was based on different samples from the same company, showed that employees from another Confucian Asian country (Japan), compared to those from the Anglo culture (the United States), provide more positive evaluations of the anger expressed by high-status counterparts. In contrast, Study 2 further showed that this cultural difference is reversed when anger is expressed by equal-status counterparts (coworkers). Finally, Study 3 replicated the findings of Study 2 using online-recruited samples and further demonstrated that Confucian Asian sample (Koreans) is more likely to decide to hire a job applicant who expressed anger as a leader than Anglo sample (Americans) is. In contrast, this pattern is reversed when considering a job applicant who expressed anger as a coworker. Theoretical and practical implications for social emotions and cross-cultural management are discussed.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"47 1","pages":""},"PeriodicalIF":2.4,"publicationDate":"2024-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140577158","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 : 2024-04-01DOI: 10.1177/14705958241245245
Misbahuddin Azzuhri, Min-Ping Huang, Dodi W Irawanto
The spiritual leadership competency discourse has emphasized elements of skills, traits, and behavior that can influence leadership performance and organizational outcomes. This study aims to enrich cross-cultural management literature by exploring leadership competencies based on spiritual leadership practices in Indonesia. Therefore, this paper seeks to uncover the origins of spiritual leadership and appropriate competencies using empirical facts and Islamic cultural practices in Indonesia. The competencies analyzed in this study are based on Al-Ghazali’s cardinal virtues. Through a systematic literature review approach, this paper examines the Islamic Spiritual Leadership Model (SLM) and the concept of Qalb in the four cardinal virtues and their role in spiritual leadership practices in Indonesia. The findings are clarified through focus group discussions with top managers and staff from the Islamic banking sector. In addition, a principal component analysis was performed on 281 employees in Java, Indonesia, to determine the accuracy of the four Qalb competencies. This study discovered a new dimension in SLM based on the Islamic cultural context in Indonesia and considered a novel design. Thus, it addresses a gap in conventional SLM that has existed for about two decades, specifically when applied in countries where religion-based spirituality is practiced.
精神领导力论述强调的是能够影响领导绩效和组织成果的技能、特质和行为要素。本研究旨在通过探讨基于印尼精神领导实践的领导能力，丰富跨文化管理文献。因此，本文试图通过印尼的经验事实和伊斯兰文化习俗来揭示精神领导力的起源和相应的能力。本研究分析的能力基于加扎利的基本美德。通过系统的文献回顾方法，本文研究了伊斯兰精神领导力模型（SLM）和四项基本美德中的 Qalb 概念及其在印尼精神领导力实践中的作用。通过与伊斯兰银行业的高层管理人员和员工进行焦点小组讨论，对研究结果进行了澄清。此外，还对印度尼西亚爪哇岛的 281 名员工进行了主成分分析，以确定四种 Qalb 能力的准确性。这项研究基于印度尼西亚的伊斯兰文化背景，发现了可持续土地管理的一个新维度，并认为这是一种新颖的设计。因此，它弥补了约二十年来传统 SLM 中存在的空白，特别是在实行基于宗教的精神信仰的国家中应用时。
{"title":"“Reinventing spiritual leadership from an Indonesian perspective”","authors":"Misbahuddin Azzuhri, Min-Ping Huang, Dodi W Irawanto","doi":"10.1177/14705958241245245","DOIUrl":"https://doi.org/10.1177/14705958241245245","url":null,"abstract":"The spiritual leadership competency discourse has emphasized elements of skills, traits, and behavior that can influence leadership performance and organizational outcomes. This study aims to enrich cross-cultural management literature by exploring leadership competencies based on spiritual leadership practices in Indonesia. Therefore, this paper seeks to uncover the origins of spiritual leadership and appropriate competencies using empirical facts and Islamic cultural practices in Indonesia. The competencies analyzed in this study are based on Al-Ghazali’s cardinal virtues. Through a systematic literature review approach, this paper examines the Islamic Spiritual Leadership Model (SLM) and the concept of Qalb in the four cardinal virtues and their role in spiritual leadership practices in Indonesia. The findings are clarified through focus group discussions with top managers and staff from the Islamic banking sector. In addition, a principal component analysis was performed on 281 employees in Java, Indonesia, to determine the accuracy of the four Qalb competencies. This study discovered a new dimension in SLM based on the Islamic cultural context in Indonesia and considered a novel design. Thus, it addresses a gap in conventional SLM that has existed for about two decades, specifically when applied in countries where religion-based spirituality is practiced.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"42 1","pages":""},"PeriodicalIF":2.4,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140577328","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 : 2024-02-28DOI: 10.1177/14705958241237891
Jasmin Mahadevan, Henriett Primecz
{"title":"Investigating otherness, not difference: Should saming and othering be the focus of the discipline? Implications for a contemporary cross-cultural management studies","authors":"Jasmin Mahadevan, Henriett Primecz","doi":"10.1177/14705958241237891","DOIUrl":"https://doi.org/10.1177/14705958241237891","url":null,"abstract":"","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"2 1","pages":""},"PeriodicalIF":2.4,"publicationDate":"2024-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140037424","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 : 2024-02-27DOI: 10.1177/14705958241237698
Hadi Ibrahim, Muhammed Abdulai, Sulemana Iddrisu, Isaac Konlan
Toxic leadership phenomenon persists in many institutions at the expense of organisational progress and performance. This article explores the centrality of sociocultural values in leadership formation in Ghanaian organisations. Through the lens of the constructivist paradigm and ethnomethodology research design, fifteen (15) in-depth interviews were analysed. The study revealed that society’s underlying sociocultural values systems fundamentally impact the construction of toxic organisational leaders through complicity and condoning malpractice, impertinence to time, and nonchalance towards leaders’ toxic behaviours. Context, in this regard, has an inbred role in making a leader either toxic or constructive. Society and its organisational setups must positively impact the co-creation of constructive leadership by nurturing values that demand leadership accountability and reward constructive leadership for its significant impact in engendering organisational progress.
{"title":"Society and organizational leadership: Investigating the sociocultural construction of toxic and constructive leaders in Ghana","authors":"Hadi Ibrahim, Muhammed Abdulai, Sulemana Iddrisu, Isaac Konlan","doi":"10.1177/14705958241237698","DOIUrl":"https://doi.org/10.1177/14705958241237698","url":null,"abstract":"Toxic leadership phenomenon persists in many institutions at the expense of organisational progress and performance. This article explores the centrality of sociocultural values in leadership formation in Ghanaian organisations. Through the lens of the constructivist paradigm and ethnomethodology research design, fifteen (15) in-depth interviews were analysed. The study revealed that society’s underlying sociocultural values systems fundamentally impact the construction of toxic organisational leaders through complicity and condoning malpractice, impertinence to time, and nonchalance towards leaders’ toxic behaviours. Context, in this regard, has an inbred role in making a leader either toxic or constructive. Society and its organisational setups must positively impact the co-creation of constructive leadership by nurturing values that demand leadership accountability and reward constructive leadership for its significant impact in engendering organisational progress.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"2011 1","pages":""},"PeriodicalIF":2.4,"publicationDate":"2024-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140025349","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 qualitative study investigates stances in reflective interviews to identify cultural patterns that shape the meaning of language choice within an international unit of an EU institution in Luxembourg. We employ the analytical concept of “language cringe” and propose a complementary concept, “language push,” to showcase the effects and reproduction of language ideologies in day-to-day talk about languages at work. Our analysis reveals that, within a workplace culture that encourages flexible and convivial use of multiple languages, French speakers have to deal with the effects of the “logic of honour,” which is culturally associated with the use of French in France. Based on our findings, we suggest that language choice should be considered a cross cultural dimension in multilingual environments, and that language-sensitive management scholarship should broaden its considerations beyond the traditional issues of language proficiency, namely by inspecting relational and affective factors that shape language use in multilingual workplaces.
{"title":"French and language ideologies in a multilingual European Union institution: Re-constructing the meaning of language choice at work","authors":"Veronika Lovrits, Hélène Langinier, Sabine Ehrhart","doi":"10.1177/14705958241237951","DOIUrl":"https://doi.org/10.1177/14705958241237951","url":null,"abstract":"This qualitative study investigates stances in reflective interviews to identify cultural patterns that shape the meaning of language choice within an international unit of an EU institution in Luxembourg. We employ the analytical concept of “language cringe” and propose a complementary concept, “language push,” to showcase the effects and reproduction of language ideologies in day-to-day talk about languages at work. Our analysis reveals that, within a workplace culture that encourages flexible and convivial use of multiple languages, French speakers have to deal with the effects of the “logic of honour,” which is culturally associated with the use of French in France. Based on our findings, we suggest that language choice should be considered a cross cultural dimension in multilingual environments, and that language-sensitive management scholarship should broaden its considerations beyond the traditional issues of language proficiency, namely by inspecting relational and affective factors that shape language use in multilingual workplaces.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"31 6 1","pages":""},"PeriodicalIF":2.4,"publicationDate":"2024-02-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139981306","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}
Greater perceived social support may influence an individual’s appraisals of their stressful situation, negative affect, and subsequent support seeking coping. An individual’s identification with the individualism-collectivism dimensions could also influence this process. We conducted structural equation modelling (AMOS) on archival data from two groups of adult workers from five countries, who were categorised by their scores on the individualism-collectivism dimensions: a highly individualistic group ( n = 424), and a highly collectivistic group ( n = 400). The analysis aimed to determine how levels of perceived support influenced appraisals of stress and negative affect experiences leading to the use of social support seeking for both groups. The process models representing the individualistic and collectivistic groups were compared to see whether stronger identification with individualism or collectivism resulted in a similar or different stress process. Although the conceptual models fit both groups similarly overall, there were differences between the groups regarding the indirect paths involved in the model, particularly relating to the influence of perceived support on appraisals of the threat of the stressor. Implications and applications of the findings are discussed.
{"title":"The influence of perceived social support on support seeking across individualistic/collectivistic employees","authors":"Merve Acikdeniz, Yong Wah Goh, Pei Shan Goh, Yayoi Watanabe, Ikuko Noro, Rong Wang, Jiang Jiang, Agota Kun, Lohsnah Jeevanandam","doi":"10.1177/14705958241237735","DOIUrl":"https://doi.org/10.1177/14705958241237735","url":null,"abstract":"Greater perceived social support may influence an individual’s appraisals of their stressful situation, negative affect, and subsequent support seeking coping. An individual’s identification with the individualism-collectivism dimensions could also influence this process. We conducted structural equation modelling (AMOS) on archival data from two groups of adult workers from five countries, who were categorised by their scores on the individualism-collectivism dimensions: a highly individualistic group ( n = 424), and a highly collectivistic group ( n = 400). The analysis aimed to determine how levels of perceived support influenced appraisals of stress and negative affect experiences leading to the use of social support seeking for both groups. The process models representing the individualistic and collectivistic groups were compared to see whether stronger identification with individualism or collectivism resulted in a similar or different stress process. Although the conceptual models fit both groups similarly overall, there were differences between the groups regarding the indirect paths involved in the model, particularly relating to the influence of perceived support on appraisals of the threat of the stressor. Implications and applications of the findings are discussed.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"31 1","pages":""},"PeriodicalIF":2.4,"publicationDate":"2024-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139952688","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 : 2024-02-20DOI: 10.1177/14705958241235021
Michael Minkov, Anneli Kaasa
Recent studies have shown that the validated dimensions in the best-known models of national culture converge into a two-dimensional default model, yielding a cultural map of the world reminiscent of the geographic one. The revised Minkov-Hofstede model is very similar to that default, whereas Inglehart-Welzel’s model is a rotated and flipped variant of it. However, another popular model - Schwartz’s - differs from the default: it does not have a dimension capturing the cultural contrast between East Asia and Latin America plus Africa. Consequently, it cannot explain national differences in educational achievement and a number of other important national indicators, relevant in international business. This omission in Schwartz’s model is puzzling as its author claims to have analyzed all values with invariant meanings across the world. On the other hand, Schwartz’s model has an idiosyncratic “mastery-harmony” dimension that is not consistent with any geo-economic pattern and has poor predictive properties, constituting another weakness. We show that these idiosyncrasies of Schwartz’s model stem from Schwartz’s controversial decision to ipsatize his items and use multidimensional scaling: a method which, even without ipsatization, can create spatial opposites of items that are not negatively correlated. A principal component analysis of raw (non-ipsatized) Schwartz value domains does yield a variant of the default model of culture. We argue that although ipsatizing Schwartz value measures is not wrong in an absolute sense, it yields an impoverished and somewhat puzzling image of cultural differences across the globe, whereas raw measures reproduce the Minkov-Hofstede variant of the default model relatively well, although a different selection of values might perform even better.
{"title":"Aligning Schwartz’s model of culture with that of Minkov-Hofstede","authors":"Michael Minkov, Anneli Kaasa","doi":"10.1177/14705958241235021","DOIUrl":"https://doi.org/10.1177/14705958241235021","url":null,"abstract":"Recent studies have shown that the validated dimensions in the best-known models of national culture converge into a two-dimensional default model, yielding a cultural map of the world reminiscent of the geographic one. The revised Minkov-Hofstede model is very similar to that default, whereas Inglehart-Welzel’s model is a rotated and flipped variant of it. However, another popular model - Schwartz’s - differs from the default: it does not have a dimension capturing the cultural contrast between East Asia and Latin America plus Africa. Consequently, it cannot explain national differences in educational achievement and a number of other important national indicators, relevant in international business. This omission in Schwartz’s model is puzzling as its author claims to have analyzed all values with invariant meanings across the world. On the other hand, Schwartz’s model has an idiosyncratic “mastery-harmony<jats:sup>”</jats:sup> dimension that is not consistent with any geo-economic pattern and has poor predictive properties, constituting another weakness. We show that these idiosyncrasies of Schwartz’s model stem from Schwartz’s controversial decision to ipsatize his items and use multidimensional scaling: a method which, even without ipsatization, can create spatial opposites of items that are not negatively correlated. A principal component analysis of raw (non-ipsatized) Schwartz value domains does yield a variant of the default model of culture. We argue that although ipsatizing Schwartz value measures is not wrong in an absolute sense, it yields an impoverished and somewhat puzzling image of cultural differences across the globe, whereas raw measures reproduce the Minkov-Hofstede variant of the default model relatively well, although a different selection of values might perform even better.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"24 1","pages":""},"PeriodicalIF":2.4,"publicationDate":"2024-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139952687","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 : 2023-12-21DOI: 10.1177/14705958231223874
Jasmin Mahadevan
Cross-cultural management (CCM) studies is the discipline that investigates the interrelations between culture, management and organization, and ensuing implications. Like all disciplines, it is built upon certain presumed ‘disciplinary truths’, such as paradigmatic delineations, and assumptions of how culture should be studied differently within different paradigms. Such presumed truths easily become ‘trends’, potentially even disciplinary closures. In this article, I show how the concept of genealogy (Foucault), can help challenge prevalent ideas of how the disciplinary knowledge of CCM studies is ordered, in particular the idea that positivism and interpretivism are opposing CCM paradigms which study culture in distinct ways. It then becomes apparent how positivism and interpretivism, as selectively understood and delineated by CCM studies, are characterized by a shared focus on stable and immaterial selected aspects of culture and, consequently, suffer from the same limitations. Genealogy thus ‘un-fixes’ disciplinary knowledge and, via widening the scope of the analysis, enables CCM scholars to make choices beyond presently taken-for-granted disciplinary delineations.
{"title":"What connects positivism and interpretivism in cross-cultural management studies: Genealogy as a method for re-ordering disciplinary knowledge","authors":"Jasmin Mahadevan","doi":"10.1177/14705958231223874","DOIUrl":"https://doi.org/10.1177/14705958231223874","url":null,"abstract":"Cross-cultural management (CCM) studies is the discipline that investigates the interrelations between culture, management and organization, and ensuing implications. Like all disciplines, it is built upon certain presumed ‘disciplinary truths’, such as paradigmatic delineations, and assumptions of how culture should be studied differently within different paradigms. Such presumed truths easily become ‘trends’, potentially even disciplinary closures. In this article, I show how the concept of genealogy (Foucault), can help challenge prevalent ideas of how the disciplinary knowledge of CCM studies is ordered, in particular the idea that positivism and interpretivism are opposing CCM paradigms which study culture in distinct ways. It then becomes apparent how positivism and interpretivism, as selectively understood and delineated by CCM studies, are characterized by a shared focus on stable and immaterial selected aspects of culture and, consequently, suffer from the same limitations. Genealogy thus ‘un-fixes’ disciplinary knowledge and, via widening the scope of the analysis, enables CCM scholars to make choices beyond presently taken-for-granted disciplinary delineations.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"33 5","pages":""},"PeriodicalIF":2.4,"publicationDate":"2023-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138949637","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 : 2023-11-21DOI: 10.1177/14705958231214623
Shireen Wei Yuin Chua, Peter YT Sun, Paresha Sinha
The growing complexity of cultural diversity within organizations’ workforce today requires leadership to find new organizational approaches to diversity management. Today’s workforce are seeking a different management approach where the staff experience inclusion and belonging whilst contributing to the organization’s purpose. The current organizational approaches to diversity management have not been successful in delivering on the promised outcomes (e.g., creativity and innovation) that leadership seeks. Leadership’s role is critical to developing organizational approaches to diversity management. Cultural inclusion offers leadership today’s approach of managing for inclusion. This paper proposes a conceptual framework that looks at leadership’s role in their organization’s diversity management approach. We identify three dimensions in our conceptual framework that influence leadership in their effort’s for effective diversity management: leadership’s accountability for diversity management; leadership’s approach to diversity management; and leadership’s focus of diversity management. This conceptual framework allows the leadership of organizations to identify their current diversity management approaches by mapping leadership position’s position with the three dimensions to identify leadership’s role in managing their culturally diverse organizations.
{"title":"Making sense of cultural diversity’s complexity: Addressing an emerging challenge for leadership","authors":"Shireen Wei Yuin Chua, Peter YT Sun, Paresha Sinha","doi":"10.1177/14705958231214623","DOIUrl":"https://doi.org/10.1177/14705958231214623","url":null,"abstract":"The growing complexity of cultural diversity within organizations’ workforce today requires leadership to find new organizational approaches to diversity management. Today’s workforce are seeking a different management approach where the staff experience inclusion and belonging whilst contributing to the organization’s purpose. The current organizational approaches to diversity management have not been successful in delivering on the promised outcomes (e.g., creativity and innovation) that leadership seeks. Leadership’s role is critical to developing organizational approaches to diversity management. Cultural inclusion offers leadership today’s approach of managing for inclusion. This paper proposes a conceptual framework that looks at leadership’s role in their organization’s diversity management approach. We identify three dimensions in our conceptual framework that influence leadership in their effort’s for effective diversity management: leadership’s accountability for diversity management; leadership’s approach to diversity management; and leadership’s focus of diversity management. This conceptual framework allows the leadership of organizations to identify their current diversity management approaches by mapping leadership position’s position with the three dimensions to identify leadership’s role in managing their culturally diverse organizations.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"17 6","pages":"635 - 659"},"PeriodicalIF":2.4,"publicationDate":"2023-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139252035","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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