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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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 : 2024-01-22DOI: 10.1177/14705958241229288
Christine Ascencio, Nitish Singh, Hadi Alhorr
This research critically examines corporate human rights violations (CHRVs) regarding exploitation and inequalities within the international business system. From the context of the emancipatory agenda of critical cross-cultural management, we present a novel framework for evaluating CHRVs based on a comprehensive analysis of reported cases between 2007 and 2017. Delving into the power dynamics and privileges that cast global workers, suppliers, and communities as the “other,” our research sheds light on how this conceptualization fuels decisions that put the rights of these “others” at risk. Our findings highlight violations related to all dimensions (abuse, labor, development, environment, and health) across industries and geographies. Notably, our findings align with the critical cross-cultural management literature on structural oppression that North American and Western European companies account for a significant number of violations in developing countries.
{"title":"Recognizing the rights of “others”: A framework for corporate human rights violations in international business","authors":"Christine Ascencio, Nitish Singh, Hadi Alhorr","doi":"10.1177/14705958241229288","DOIUrl":"https://doi.org/10.1177/14705958241229288","url":null,"abstract":"This research critically examines corporate human rights violations (CHRVs) regarding exploitation and inequalities within the international business system. From the context of the emancipatory agenda of critical cross-cultural management, we present a novel framework for evaluating CHRVs based on a comprehensive analysis of reported cases between 2007 and 2017. Delving into the power dynamics and privileges that cast global workers, suppliers, and communities as the “other,” our research sheds light on how this conceptualization fuels decisions that put the rights of these “others” at risk. Our findings highlight violations related to all dimensions (abuse, labor, development, environment, and health) across industries and geographies. Notably, our findings align with the critical cross-cultural management literature on structural oppression that North American and Western European companies account for a significant number of violations in developing countries.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2024-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139607124","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 : 2024-01-17DOI: 10.1177/14705958241227774
Sylvie Chevrier
To deal with the omnipresence of otherness in today’s culturally-complex world, Cross-Cultural Management (CCM) investigates the interrelations between culture and management. The most recent research denaturalizes culture to emphasize the construction of otherness as an instrument of power plays. Thus, it refutes the very possibility of vast national cultures, given the cultural diversity found in modern societies. This conceptual article revisits the notion of culture and provides a definition that makes it possible to grasp both what is inherited and what is created in ‘otherness’. It draws upon an interpretive approach to culture which, although still overlooked in English-language research on CCM, has for several decades been developed in France. The socalled Gestion & Société approach posits that the root causes of otherness lie in the diversity of culturally-shared major fears and ideal ways of living together to counteract them. This approach breaks new ground by emphasizing the inherited cultural references underlying the individuals’ sense-making and by acknowledging the individual agency of the stakeholders who use these references to create new intercultural arrangements in cross-cultural encounters at work. A language metaphor is used to show how the inherited part of culture and the part that is created are articulated. Examples of empirical findings illustrate the benefits of this approach to overcome the critical effects of otherness. The value of its contribution to the understanding of otherness is assessed in comparison with other interpretive approaches, and avenues for future research are discussed.
{"title":"What we inherit and what we create. Making the case for an interpretive approach to societal cultures","authors":"Sylvie Chevrier","doi":"10.1177/14705958241227774","DOIUrl":"https://doi.org/10.1177/14705958241227774","url":null,"abstract":"To deal with the omnipresence of otherness in today’s culturally-complex world, Cross-Cultural Management (CCM) investigates the interrelations between culture and management. The most recent research denaturalizes culture to emphasize the construction of otherness as an instrument of power plays. Thus, it refutes the very possibility of vast national cultures, given the cultural diversity found in modern societies. This conceptual article revisits the notion of culture and provides a definition that makes it possible to grasp both what is inherited and what is created in ‘otherness’. It draws upon an interpretive approach to culture which, although still overlooked in English-language research on CCM, has for several decades been developed in France. The socalled Gestion & Société approach posits that the root causes of otherness lie in the diversity of culturally-shared major fears and ideal ways of living together to counteract them. This approach breaks new ground by emphasizing the inherited cultural references underlying the individuals’ sense-making and by acknowledging the individual agency of the stakeholders who use these references to create new intercultural arrangements in cross-cultural encounters at work. A language metaphor is used to show how the inherited part of culture and the part that is created are articulated. Examples of empirical findings illustrate the benefits of this approach to overcome the critical effects of otherness. The value of its contribution to the understanding of otherness is assessed in comparison with other interpretive approaches, and avenues for future research are discussed.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2024-01-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139618090","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 : 2024-01-12DOI: 10.1177/14705958241227765
Nasima MH Carrim, J. Nel, Baipidi Morakile
Cross-cultural encounters with diverse individuals, such as gays and lesbians, has resulted in these persons often encountering a sense of otherness. Within the workplace context, there exists a preferable cultural identity of heteronormativity, where heterosexual individuals dominate and represent the ‘we,’ while those who are ‘different,’ including gays and lesbians, represent the ‘cultural other.’ The study that informs this article investigated how Black African gay and lesbian people, as the ‘cultural other,’ experience otherness through workplace gossip, and why gossipers engage in such behavior. Using a qualitative research approach comprising semi-structured face-to-face interviews with 18 Black African gay and lesbian persons, in various South African organizations, thematic analysis was the basis for data analysis. Findings suggest that Black African lesbian women at lower organizational levels experience greater marginalization in the form of gossip compared to Black African gay men. Furthermore, the perception among gay and lesbian participants is that gossip related to the sexual orientation of the other is more rooted in the Black African than the White, Coloured and Indian South African communities. It was also found that intersecting identities (socio-economic class; educational qualifications; geographic location) result in marginalized, lower educated employees from Black African townships gossiping to a greater extent about gay and lesbian people, than those with higher qualifications and socioeconomic profiles residing in suburbs. Organizational cultures where people were rooted in religious beliefs produced more intense office gossip than workplace cultures where managers and peers embraced diversity. We recommend that in embracing cross-cultural management practices, training of employees regarding cross-cultural adjustment and understanding the other, will bring positive outcomes in the workplace environment.
{"title":"Office gossip related to gays and lesbians: An ‘otherness’ perspective","authors":"Nasima MH Carrim, J. Nel, Baipidi Morakile","doi":"10.1177/14705958241227765","DOIUrl":"https://doi.org/10.1177/14705958241227765","url":null,"abstract":"Cross-cultural encounters with diverse individuals, such as gays and lesbians, has resulted in these persons often encountering a sense of otherness. Within the workplace context, there exists a preferable cultural identity of heteronormativity, where heterosexual individuals dominate and represent the ‘we,’ while those who are ‘different,’ including gays and lesbians, represent the ‘cultural other.’ The study that informs this article investigated how Black African gay and lesbian people, as the ‘cultural other,’ experience otherness through workplace gossip, and why gossipers engage in such behavior. Using a qualitative research approach comprising semi-structured face-to-face interviews with 18 Black African gay and lesbian persons, in various South African organizations, thematic analysis was the basis for data analysis. Findings suggest that Black African lesbian women at lower organizational levels experience greater marginalization in the form of gossip compared to Black African gay men. Furthermore, the perception among gay and lesbian participants is that gossip related to the sexual orientation of the other is more rooted in the Black African than the White, Coloured and Indian South African communities. It was also found that intersecting identities (socio-economic class; educational qualifications; geographic location) result in marginalized, lower educated employees from Black African townships gossiping to a greater extent about gay and lesbian people, than those with higher qualifications and socioeconomic profiles residing in suburbs. Organizational cultures where people were rooted in religious beliefs produced more intense office gossip than workplace cultures where managers and peers embraced diversity. We recommend that in embracing cross-cultural management practices, training of employees regarding cross-cultural adjustment and understanding the other, will bring positive outcomes in the workplace environment.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2024-01-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139624128","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":null,"pages":null},"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":null,"pages":null},"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}
Pub Date : 2023-11-16DOI: 10.1177/14705958231216936
N. Wilmot, M. Vigier, Kristina Humonen
Language is now firmly on the research agenda for international business and management. However, although attention is now being given to the effects of language on social interactions, rather than purely focusing on language as a matter of strategic priority, there is relatively little known about how language contributes to Othering processes in which employees experience marginalisation and exclusion as a result of evaluations of their linguistic competences. This conceptual paper highlights a number of ways in which linguistic evaluations drive such processes, and particularly draws on postcolonial perspectives in order to explore language as a tool of marginalisation and oppression. We demonstrate that language is closely tied to ideological constructions of the ideal worker, and highlight that English-language competence in particular, is often positioned as an essential skill for managerial roles, which can lead to exclusion of those who do not confirm to this expectation. Additionally, we draw on research which explores language as a key component of social identity, and thus an important factor in the construction of in-groups and out-groups within the workplace, in order to demonstrate not only the influence of context on the salience of language as a marker of identity, but also how language intersects with other identity characteristics in processes of exclusion. We conclude by demonstrating the possibilities to resist Othering in order to create more inclusive workplace environments.
{"title":"Language as a source of otherness","authors":"N. Wilmot, M. Vigier, Kristina Humonen","doi":"10.1177/14705958231216936","DOIUrl":"https://doi.org/10.1177/14705958231216936","url":null,"abstract":"Language is now firmly on the research agenda for international business and management. However, although attention is now being given to the effects of language on social interactions, rather than purely focusing on language as a matter of strategic priority, there is relatively little known about how language contributes to Othering processes in which employees experience marginalisation and exclusion as a result of evaluations of their linguistic competences. This conceptual paper highlights a number of ways in which linguistic evaluations drive such processes, and particularly draws on postcolonial perspectives in order to explore language as a tool of marginalisation and oppression. We demonstrate that language is closely tied to ideological constructions of the ideal worker, and highlight that English-language competence in particular, is often positioned as an essential skill for managerial roles, which can lead to exclusion of those who do not confirm to this expectation. Additionally, we draw on research which explores language as a key component of social identity, and thus an important factor in the construction of in-groups and out-groups within the workplace, in order to demonstrate not only the influence of context on the salience of language as a marker of identity, but also how language intersects with other identity characteristics in processes of exclusion. We conclude by demonstrating the possibilities to resist Othering in order to create more inclusive workplace environments.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2023-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139268538","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 : 2023-11-02DOI: 10.1177/14705958231212050
Anthony Yaw Tano, Franklyn A Manu, Kofi Osei-Frimpong, William Phanuel Kofi Darbi
Past research has not clearly explained why the quality of leader-member exchange (LMX) is weakly related to organizational citizenship behaviour (OCB) in non-Western cultures. Hence, this study explores subordinates’ cultural value orientation and team member exchange (TMX) as boundary conditions of the effects of LMX on citizenship behaviour directed at individual organizational members (OCBI) and citizenship behaviour directed at the organization as a whole (OCBO). The research hypotheses were tested using a sample of 392 supervisor-subordinate dyads from organizations across different sectors in Ghana. The results support our theorizing that horizontal collectivism and TMX strengthen the relationship between LMX and OCBI such that the relationship is stronger for horizontal collectivists and under a high TMX context. However, the results did not support the hypothesized moderator effects of horizontal collectivism and TMX on the LMX-OCBO relationship. The theoretical contributions, managerial implications and avenues for further research are discussed.
{"title":"Leader-member exchange and organizational citizenship behaviour: The moderator effects of subordinates’ horizontal collectivism orientation and team-member exchange","authors":"Anthony Yaw Tano, Franklyn A Manu, Kofi Osei-Frimpong, William Phanuel Kofi Darbi","doi":"10.1177/14705958231212050","DOIUrl":"https://doi.org/10.1177/14705958231212050","url":null,"abstract":"Past research has not clearly explained why the quality of leader-member exchange (LMX) is weakly related to organizational citizenship behaviour (OCB) in non-Western cultures. Hence, this study explores subordinates’ cultural value orientation and team member exchange (TMX) as boundary conditions of the effects of LMX on citizenship behaviour directed at individual organizational members (OCBI) and citizenship behaviour directed at the organization as a whole (OCBO). The research hypotheses were tested using a sample of 392 supervisor-subordinate dyads from organizations across different sectors in Ghana. The results support our theorizing that horizontal collectivism and TMX strengthen the relationship between LMX and OCBI such that the relationship is stronger for horizontal collectivists and under a high TMX context. However, the results did not support the hypothesized moderator effects of horizontal collectivism and TMX on the LMX-OCBO relationship. The theoretical contributions, managerial implications and avenues for further research are discussed.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135972740","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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