Pub Date : 2022-12-13DOI: 10.1177/14705958221130202
Wolfgang Messner
Complete and accurate survey data are key input for research, policy, and decision making in many disciplines. However, survey respondents do not always fully cooperate, such that they skip some items or overuse the “don’t know” answer option. Evasive answer bias reflects different information than overall survey response rates, leading to item missing data and causing substantial inaccuracies in survey results. Using data from the World Values Survey, this article identifies the magnitude of the problem, then relies on individual data and country-level cultural values to derive patterns of and reasons for this evasive answer bias. While skipping answers happens less often in collectivistic and low power distance cultures, the choice of the “don’t know” option is not significantly influenced by any cultural dimension. Across countries, the effect of cultural values is stronger for female than for male respondents. Accordingly, cross-cultural researchers are advised to use advanced imputation rather than deletion methods for handling missing data.
{"title":"Cultural patterns of evasive answer bias in surveys","authors":"Wolfgang Messner","doi":"10.1177/14705958221130202","DOIUrl":"https://doi.org/10.1177/14705958221130202","url":null,"abstract":"Complete and accurate survey data are key input for research, policy, and decision making in many disciplines. However, survey respondents do not always fully cooperate, such that they skip some items or overuse the “don’t know” answer option. Evasive answer bias reflects different information than overall survey response rates, leading to item missing data and causing substantial inaccuracies in survey results. Using data from the World Values Survey, this article identifies the magnitude of the problem, then relies on individual data and country-level cultural values to derive patterns of and reasons for this evasive answer bias. While skipping answers happens less often in collectivistic and low power distance cultures, the choice of the “don’t know” option is not significantly influenced by any cultural dimension. Across countries, the effect of cultural values is stronger for female than for male respondents. Accordingly, cross-cultural researchers are advised to use advanced imputation rather than deletion methods for handling missing data.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"23 1","pages":"133 - 167"},"PeriodicalIF":2.4,"publicationDate":"2022-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44816560","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 : 2022-11-15DOI: 10.1177/14705958221136681
Apoorva Bharadwaj, Nimruji Jammulamadaka
The objective of the study is to analyze the communicative experiences of Indian managers with other culture interactants from a geopolitical perspective of colonialism. The authors collected data from 21 Indian managers working in diverse industries with experience of working in multinational environments. The study discovered that contrary to the thesis of cultural distance that presupposes ease of communication with culturally proximal countries, Indian managers voice their predilection for working with the culturally distant West. This study contributes to intercultural communication literature by presenting an interpretation of such communication through a geopolitical perspective that recognizes colonialism and asymmetric power relations of global value chains (GVCs) as factors intersecting with intercultural discourses. It is in this aspect that studies focusing on intercultural business communication should go beyond the bounds of conformity to the essentialist cultural paradigm of Hofstede, Hall and Trompenaars to explore the complexities that underlie interpersonal conversations in multinational transactions beyond the stipulations of a semiotic focus. An important implication of this study is that training for intercultural business communication needs to go beyond sensitization to language and semiotics to address the evaluative compulsions that are triggered owing to years of subconscious conditioning by the potent geo-political and historic forces of colonization.
{"title":"Politics of colonialism in intercultural communication: Case of Indian managers","authors":"Apoorva Bharadwaj, Nimruji Jammulamadaka","doi":"10.1177/14705958221136681","DOIUrl":"https://doi.org/10.1177/14705958221136681","url":null,"abstract":"The objective of the study is to analyze the communicative experiences of Indian managers with other culture interactants from a geopolitical perspective of colonialism. The authors collected data from 21 Indian managers working in diverse industries with experience of working in multinational environments. The study discovered that contrary to the thesis of cultural distance that presupposes ease of communication with culturally proximal countries, Indian managers voice their predilection for working with the culturally distant West. This study contributes to intercultural communication literature by presenting an interpretation of such communication through a geopolitical perspective that recognizes colonialism and asymmetric power relations of global value chains (GVCs) as factors intersecting with intercultural discourses. It is in this aspect that studies focusing on intercultural business communication should go beyond the bounds of conformity to the essentialist cultural paradigm of Hofstede, Hall and Trompenaars to explore the complexities that underlie interpersonal conversations in multinational transactions beyond the stipulations of a semiotic focus. An important implication of this study is that training for intercultural business communication needs to go beyond sensitization to language and semiotics to address the evaluative compulsions that are triggered owing to years of subconscious conditioning by the potent geo-political and historic forces of colonization.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"23 1","pages":"169 - 191"},"PeriodicalIF":2.4,"publicationDate":"2022-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41631229","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 : 2022-11-10DOI: 10.1177/14705958221137256
N. Zakaria, Nursakirah Ab Rahman Muton
Global virtual teams (GVTs) are a prevalent work structure that enable people to accomplish tasks across time, space, and cultural boundaries and perform cross-culturally. However, few studies have highlighted what exact behaviors enable GVTs to share knowledge effectively. Based on a qualitative study using semi-structured interviews with 22 respondents from various multinational corporations (MNCs) in Malaysia, we answer the following overarching research question: Why do high context members switch their communicative behaviors amongst foreign team members within global virtual teams? Our study provides detailed narratives of high-context team members becoming the behavioral “switchers” to collaborate and share knowledge with their foreign team members effectively. Our study defines and clarifies the concept of cross-cultural code-switching as a key behavior reflecting effective cross-cultural performance when accommodating foreign team members’ communicative behaviours by adopting (1) directness in speech, (2) openness during knowledge sharing, and (3) task-oriented aims. This study addresses several gaps in the field of cross-cultural management by extending Hall’s (1976) theoretical lens on high-context and low-context cultures, Molinsky’s (2007) cross-cultural code-switching concept in the context of the virtual work structure, and the criterion space surrounding cross cultural performance.
{"title":"Cultural code-switching in high context global virtual team members: A qualitative study","authors":"N. Zakaria, Nursakirah Ab Rahman Muton","doi":"10.1177/14705958221137256","DOIUrl":"https://doi.org/10.1177/14705958221137256","url":null,"abstract":"Global virtual teams (GVTs) are a prevalent work structure that enable people to accomplish tasks across time, space, and cultural boundaries and perform cross-culturally. However, few studies have highlighted what exact behaviors enable GVTs to share knowledge effectively. Based on a qualitative study using semi-structured interviews with 22 respondents from various multinational corporations (MNCs) in Malaysia, we answer the following overarching research question: Why do high context members switch their communicative behaviors amongst foreign team members within global virtual teams? Our study provides detailed narratives of high-context team members becoming the behavioral “switchers” to collaborate and share knowledge with their foreign team members effectively. Our study defines and clarifies the concept of cross-cultural code-switching as a key behavior reflecting effective cross-cultural performance when accommodating foreign team members’ communicative behaviours by adopting (1) directness in speech, (2) openness during knowledge sharing, and (3) task-oriented aims. This study addresses several gaps in the field of cross-cultural management by extending Hall’s (1976) theoretical lens on high-context and low-context cultures, Molinsky’s (2007) cross-cultural code-switching concept in the context of the virtual work structure, and the criterion space surrounding cross cultural performance.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"22 1","pages":"487 - 515"},"PeriodicalIF":2.4,"publicationDate":"2022-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45019626","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 : 2022-11-08DOI: 10.1177/14705958221138697
Veronika Lovrits
{"title":"Book Review: Language Management: From Bricolage to Strategy in British Companies","authors":"Veronika Lovrits","doi":"10.1177/14705958221138697","DOIUrl":"https://doi.org/10.1177/14705958221138697","url":null,"abstract":"","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"22 1","pages":"547 - 551"},"PeriodicalIF":2.4,"publicationDate":"2022-11-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44607580","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 : 2022-11-07DOI: 10.1177/14705958221138693
Jessica L. Wildman, Richard L. Griffith, Jennifer L Klafehn
{"title":"Conceptualizing, measuring, and studying cross-cultural performance","authors":"Jessica L. Wildman, Richard L. Griffith, Jennifer L Klafehn","doi":"10.1177/14705958221138693","DOIUrl":"https://doi.org/10.1177/14705958221138693","url":null,"abstract":"","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"22 1","pages":"379 - 388"},"PeriodicalIF":2.4,"publicationDate":"2022-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45902844","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 : 2022-11-07DOI: 10.1177/14705958221137757
Xiaowen Chen, Nicholas A. Moon, Alexander Kade Davy, Julia Hong, W. Gabrenya
Expatriate effectiveness has been studied extensively in the expatriate literature. Despite its popularity, the construct has not been well-defined or properly operationalized. Adopting a performance perspective, we conceptualize expatriate effectiveness in terms of task, contextual, and adaptive performance. The relative importance of each type of performance may vary across expatriate jobs and over the course of the expatriate’s tenure. We propose six operational and implementation guidelines for expatriate effectiveness measurement in the contexts of the nature of the expatriate job, the prioritized performance at each stage of adjustment, rater sources and capabilities, rater culture, frequency of evaluation, and the fit between measurement methods and criteria. We contribute to cross-cultural management research by providing a thorough description of the criterion issues in this literature, offering a conceptual framework to differentiate and integrate a variety of constructs that reflect different aspects of cross-cultural effectiveness, and calling attention to the influential role of measurement operations and implementation for the validity of research studies.
{"title":"Expatriate effectiveness: from conceptualization to operationalization","authors":"Xiaowen Chen, Nicholas A. Moon, Alexander Kade Davy, Julia Hong, W. Gabrenya","doi":"10.1177/14705958221137757","DOIUrl":"https://doi.org/10.1177/14705958221137757","url":null,"abstract":"Expatriate effectiveness has been studied extensively in the expatriate literature. Despite its popularity, the construct has not been well-defined or properly operationalized. Adopting a performance perspective, we conceptualize expatriate effectiveness in terms of task, contextual, and adaptive performance. The relative importance of each type of performance may vary across expatriate jobs and over the course of the expatriate’s tenure. We propose six operational and implementation guidelines for expatriate effectiveness measurement in the contexts of the nature of the expatriate job, the prioritized performance at each stage of adjustment, rater sources and capabilities, rater culture, frequency of evaluation, and the fit between measurement methods and criteria. We contribute to cross-cultural management research by providing a thorough description of the criterion issues in this literature, offering a conceptual framework to differentiate and integrate a variety of constructs that reflect different aspects of cross-cultural effectiveness, and calling attention to the influential role of measurement operations and implementation for the validity of research studies.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"22 1","pages":"459 - 485"},"PeriodicalIF":2.4,"publicationDate":"2022-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43211080","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 : 2022-11-02DOI: 10.1177/14705958221138458
Jonathan F. Kochert, Jacqueline M Kirshenbaum, K. Bigerton, Jackie Scymcyk, Michael W. McFerran, Chelsea Ezzo
There is a need to carefully evaluate the criteria used to measure cross-cultural performance. Research on criteria measurement development for cross-cultural performance is needed because the current literature lacks clear, well-defined criteria and means to measure it well. This article aims to bridge that gap in three ways. First, we highlight five critical issues that should be considered with regard to cross-cultural performance. These five critical issues include: criterion conceptualization, rater source, standardization, retrospective versus in-situ ratings, and rater usability. Along with a discussion of each issue, techniques are presented to address each issue. Second, to illustrate and improve upon these issues, we present a case study on the development of cross-cultural performance as a criterion concept and corresponding criterion assessment tools in a military context. Specifically, we demonstrate how we defined a cross-cultural performance taxonomy used to develop measurable performance-based criteria. We describe a large-scale criterion development effort conducted to systematically develop and validate two criterion measures of cross-cultural performance used in military training contexts that simulate real-world situations. Third, in an effort to guide and focus how the cross-cultural performance space is defined, we recommend various approaches to future cross-cultural performance criteria development.
{"title":"Development of cross-cultural performance criterion measures: Critical issues and practical solutions","authors":"Jonathan F. Kochert, Jacqueline M Kirshenbaum, K. Bigerton, Jackie Scymcyk, Michael W. McFerran, Chelsea Ezzo","doi":"10.1177/14705958221138458","DOIUrl":"https://doi.org/10.1177/14705958221138458","url":null,"abstract":"There is a need to carefully evaluate the criteria used to measure cross-cultural performance. Research on criteria measurement development for cross-cultural performance is needed because the current literature lacks clear, well-defined criteria and means to measure it well. This article aims to bridge that gap in three ways. First, we highlight five critical issues that should be considered with regard to cross-cultural performance. These five critical issues include: criterion conceptualization, rater source, standardization, retrospective versus in-situ ratings, and rater usability. Along with a discussion of each issue, techniques are presented to address each issue. Second, to illustrate and improve upon these issues, we present a case study on the development of cross-cultural performance as a criterion concept and corresponding criterion assessment tools in a military context. Specifically, we demonstrate how we defined a cross-cultural performance taxonomy used to develop measurable performance-based criteria. We describe a large-scale criterion development effort conducted to systematically develop and validate two criterion measures of cross-cultural performance used in military training contexts that simulate real-world situations. Third, in an effort to guide and focus how the cross-cultural performance space is defined, we recommend various approaches to future cross-cultural performance criteria development.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"22 1","pages":"517 - 542"},"PeriodicalIF":2.4,"publicationDate":"2022-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48350792","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 : 2022-11-01DOI: 10.1177/14705958221136691
Saïd Toumi, Zhan Su
Over the last two decades, the study of the effect of Islamic values on management has been of interest to researchers. However, the study of the impact of these values on human resources management remains limited. The objective of this article is to shed light on the human resource management practices of Muslim immigrants settled in Quebec City. To achieve this objective, we conducted a qualitative study of the impact of the Muslim religion on human resources management in grocery stores located in the national capital. The results show that the values of the Muslim religion influence the behavior of grocery store owners, which in turn influences human resource management practices. This research contributes to the development of cross-cultural management research by showing how Islamic values influence human resource management practices in a different cultural context.
{"title":"Islamic values and human resources management: A qualitative study of grocery stores in the Quebec province","authors":"Saïd Toumi, Zhan Su","doi":"10.1177/14705958221136691","DOIUrl":"https://doi.org/10.1177/14705958221136691","url":null,"abstract":"Over the last two decades, the study of the effect of Islamic values on management has been of interest to researchers. However, the study of the impact of these values on human resources management remains limited. The objective of this article is to shed light on the human resource management practices of Muslim immigrants settled in Quebec City. To achieve this objective, we conducted a qualitative study of the impact of the Muslim religion on human resources management in grocery stores located in the national capital. The results show that the values of the Muslim religion influence the behavior of grocery store owners, which in turn influences human resource management practices. This research contributes to the development of cross-cultural management research by showing how Islamic values influence human resource management practices in a different cultural context.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"23 1","pages":"79 - 112"},"PeriodicalIF":2.4,"publicationDate":"2022-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47295826","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 : 2022-10-25DOI: 10.1177/14705958221136707
Jennifer Feitosa, Spencer Hagenbuch, B. Patel, Alicia S. Davis
Diversity, equity, and inclusion (DEI) are being built into the fabric of today’s organizations, and utilizing such a lens is vital to understanding cross-cultural performance. Yet, most of the culture and diversity literature has grown in silos and is therefore not leveraging the many benefits that their integration could provide. To counter this gap, we advance a theoretical framework featuring a new definition of cross-cultural performance (CCP) from a DEI perspective, as a new angle for doing work across cultures. Specifically, CCP is defined as the integration of multiple cultural perspectives of individuals who work together with the goal of enabling a diverse, inclusive, and equitable work environment. By applying the DEI lens to CCP, we elevate the meaning of performance due to added consideration of compositional differences, the possible barriers to employees’ success, and the extent to which others’ perspectives are indeed valued. Accordingly, our framework identifies three main components of CCP: catalyzing cultural differences, taking part in engaging communication, and promoting allyship activities. Furthermore, we specify emotional management as the glue of these three components, and key outcomes at different levels of analysis. Last, we discuss the implications of our framework to both theory and practice as well as directions for future research.
{"title":"Performing in diverse settings: A diversity, equity, and inclusion approach to culture","authors":"Jennifer Feitosa, Spencer Hagenbuch, B. Patel, Alicia S. Davis","doi":"10.1177/14705958221136707","DOIUrl":"https://doi.org/10.1177/14705958221136707","url":null,"abstract":"Diversity, equity, and inclusion (DEI) are being built into the fabric of today’s organizations, and utilizing such a lens is vital to understanding cross-cultural performance. Yet, most of the culture and diversity literature has grown in silos and is therefore not leveraging the many benefits that their integration could provide. To counter this gap, we advance a theoretical framework featuring a new definition of cross-cultural performance (CCP) from a DEI perspective, as a new angle for doing work across cultures. Specifically, CCP is defined as the integration of multiple cultural perspectives of individuals who work together with the goal of enabling a diverse, inclusive, and equitable work environment. By applying the DEI lens to CCP, we elevate the meaning of performance due to added consideration of compositional differences, the possible barriers to employees’ success, and the extent to which others’ perspectives are indeed valued. Accordingly, our framework identifies three main components of CCP: catalyzing cultural differences, taking part in engaging communication, and promoting allyship activities. Furthermore, we specify emotional management as the glue of these three components, and key outcomes at different levels of analysis. Last, we discuss the implications of our framework to both theory and practice as well as directions for future research.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"22 1","pages":"433 - 457"},"PeriodicalIF":2.4,"publicationDate":"2022-10-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48037172","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：