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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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}
Pub Date : 2022-10-22DOI: 10.1177/14705958221135216
Paula M. Caligiuri, Maha Yomn Sbaa, M. Milosevic, Julia MacGregor-Peralta, Richard L. Griffith
As a review of the literature, this paper highlights how three dimensions - task performance, skill development, and cross-cultural adjustment, have been used to understand cross-cultural performance. With respect to task performance, two criteria should be measured for all those working cross-culturally, including remote or virtual cross-cultural work: (1) how accurately employees read the unique contextual demands of a cross-cultural context and (2) how effectively they respond given the contextual and strategic demands of the task. Focusing on development of cross-cultural competencies as a performance goal we highlight the dimensions most important for assessment, focusing on self- and relationship management competencies. Regarding cross-cultural adjustment, we offer a more precise and nuanced approach which accounts for the person-environment fit in the context of working in cultural novelty.
{"title":"Assessing cross-cultural performance: beyond just “being there”, revisited","authors":"Paula M. Caligiuri, Maha Yomn Sbaa, M. Milosevic, Julia MacGregor-Peralta, Richard L. Griffith","doi":"10.1177/14705958221135216","DOIUrl":"https://doi.org/10.1177/14705958221135216","url":null,"abstract":"As a review of the literature, this paper highlights how three dimensions - task performance, skill development, and cross-cultural adjustment, have been used to understand cross-cultural performance. With respect to task performance, two criteria should be measured for all those working cross-culturally, including remote or virtual cross-cultural work: (1) how accurately employees read the unique contextual demands of a cross-cultural context and (2) how effectively they respond given the contextual and strategic demands of the task. Focusing on development of cross-cultural competencies as a performance goal we highlight the dimensions most important for assessment, focusing on self- and relationship management competencies. Regarding cross-cultural adjustment, we offer a more precise and nuanced approach which accounts for the person-environment fit in the context of working in cultural novelty.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2022-10-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45604288","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 : 2022-09-30DOI: 10.1177/14705958221130873
R. Azeredo, Éder Henriqson
Despite decades of research on global leadership competencies, there is a continued unresolved debate among scholars around an integrative Global Leadership Competency model (GLC model), as none of the models proposed has been widely used in literature. Attempts to replicate and operationalize existing models are scarce, and scholars tend to recreate GLC models instead of building on existing ones. Instead of proposing yet another GLC model, this paper aims to identify factors that explain the unresolved debate around an integrative Global Leadership Competency model to be used in academic and managerial settings. To do so, we conducted a conceptual analysis based on an integrative literature review, where a sample of exemplar GLC models was surveyed and assessed. This analysis resulted in the identification of three conceptual incongruences, namely 1) varying assumptions regarding the meaning of competency; 2) divergent model structuring; and 3) varying delimitation, resulting in varied sets of competencies. These incongruences relate to diverse assumptions, perspectives and interpretations that are inherent to the development of GLC models, but often not explicitly acknowledged and addressed by studies. We argue that these incongruences hinder scholars’ and practitioners’ capacity to evaluate, compare and contrast different models, and may therefore explain the unresolved debate around an integrative GLC model. While grounded in global leadership theory, this article also contributes to cross-cultural leadership and management scholarship by providing a critical discussion about the competencies required by leaders to operate effectively in a global environment, where they are required to manage across different cultures and socio-economic contexts.
{"title":"Identifying conceptual incongruences within global leadership competency models","authors":"R. Azeredo, Éder Henriqson","doi":"10.1177/14705958221130873","DOIUrl":"https://doi.org/10.1177/14705958221130873","url":null,"abstract":"Despite decades of research on global leadership competencies, there is a continued unresolved debate among scholars around an integrative Global Leadership Competency model (GLC model), as none of the models proposed has been widely used in literature. Attempts to replicate and operationalize existing models are scarce, and scholars tend to recreate GLC models instead of building on existing ones. Instead of proposing yet another GLC model, this paper aims to identify factors that explain the unresolved debate around an integrative Global Leadership Competency model to be used in academic and managerial settings. To do so, we conducted a conceptual analysis based on an integrative literature review, where a sample of exemplar GLC models was surveyed and assessed. This analysis resulted in the identification of three conceptual incongruences, namely 1) varying assumptions regarding the meaning of competency; 2) divergent model structuring; and 3) varying delimitation, resulting in varied sets of competencies. These incongruences relate to diverse assumptions, perspectives and interpretations that are inherent to the development of GLC models, but often not explicitly acknowledged and addressed by studies. We argue that these incongruences hinder scholars’ and practitioners’ capacity to evaluate, compare and contrast different models, and may therefore explain the unresolved debate around an integrative GLC model. While grounded in global leadership theory, this article also contributes to cross-cultural leadership and management scholarship by providing a critical discussion about the competencies required by leaders to operate effectively in a global environment, where they are required to manage across different cultures and socio-economic contexts.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2022-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44038862","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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