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":"22 1","pages":"413 - 431"},"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":"23 1","pages":"113 - 132"},"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}
Pub Date : 2022-08-28DOI: 10.1177/14705958221120343
Audai Naji Al Smadi, Safiya Amaran, A. Abugabah, Nader Alqudah
Studying the role of religion and its relationship to work outcomes is not new in cross-culture management, especially in globalization with the increase of interaction in cross-cultural settings. Islamic work ethics (IWE) have attracted the attention of academics studying the attitudes and behaviors of workers in Muslim societies. This study investigates the role of IWE as a mediator in the relationship between job satisfaction and performance. A stratified sampling technique was used to select 11 emergency departments from hospitals in Jordan. In total, 475 questionnaires were distributed to healthcare providers. Only 299 questionnaires were completed and returned to the research team. Data were analyzed using IBM SPSS version 25. Descriptive analysis, correlation, Cronbach alpha, and regression analyses were performed. The findings indicated that job satisfaction has a significant positive impact on IWE and job performance (B = 0.66, p < 0.001), (B = 0.58, p < 0.001), respectively. The findings also indicated that IWE directly and positively affects job performance (B = 0.70, p < 0.001). Overall, the results supported that IWE partially mediates the relationship between job satisfaction and performance. Similarly, job satisfaction was also found to be an essential predictor of IWE. In addition, job satisfaction indirectly affects job performance through IWE. Therefore, IWE plays an essential role in job satisfaction and performance relationship. This study is an attempt to create a conceptual framework that incorporated IWE into the relationship between job satisfaction and performance in the Arab working culture and tried to broaden the cross-cultural management study of religion by investigating the mediation role of IWE in the relationship between job satisfaction and performance. The current study contributes to expand our understanding of the importance of IWE to the relationship between job satisfaction and performance in the Arab cultural context, which has received less attention in management research.
{"title":"An examination of the mediating effect of Islamic Work Ethic (IWE) on the relationship between job satisfaction and job performance in Arab work environment","authors":"Audai Naji Al Smadi, Safiya Amaran, A. Abugabah, Nader Alqudah","doi":"10.1177/14705958221120343","DOIUrl":"https://doi.org/10.1177/14705958221120343","url":null,"abstract":"Studying the role of religion and its relationship to work outcomes is not new in cross-culture management, especially in globalization with the increase of interaction in cross-cultural settings. Islamic work ethics (IWE) have attracted the attention of academics studying the attitudes and behaviors of workers in Muslim societies. This study investigates the role of IWE as a mediator in the relationship between job satisfaction and performance. A stratified sampling technique was used to select 11 emergency departments from hospitals in Jordan. In total, 475 questionnaires were distributed to healthcare providers. Only 299 questionnaires were completed and returned to the research team. Data were analyzed using IBM SPSS version 25. Descriptive analysis, correlation, Cronbach alpha, and regression analyses were performed. The findings indicated that job satisfaction has a significant positive impact on IWE and job performance (B = 0.66, p < 0.001), (B = 0.58, p < 0.001), respectively. The findings also indicated that IWE directly and positively affects job performance (B = 0.70, p < 0.001). Overall, the results supported that IWE partially mediates the relationship between job satisfaction and performance. Similarly, job satisfaction was also found to be an essential predictor of IWE. In addition, job satisfaction indirectly affects job performance through IWE. Therefore, IWE plays an essential role in job satisfaction and performance relationship. This study is an attempt to create a conceptual framework that incorporated IWE into the relationship between job satisfaction and performance in the Arab working culture and tried to broaden the cross-cultural management study of religion by investigating the mediation role of IWE in the relationship between job satisfaction and performance. The current study contributes to expand our understanding of the importance of IWE to the relationship between job satisfaction and performance in the Arab cultural context, which has received less attention in management research.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"23 1","pages":"59 - 77"},"PeriodicalIF":2.4,"publicationDate":"2022-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48924061","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 : 2022-08-12DOI: 10.1177/14705958221120990
J. A. Linando
Research on discrimination and inequality has seen a significant increase in workplace religious discrimination toward Muslims. However, it is not well understood how macro-societal, meso-organizational and micro-individual factors contribute to workplace discrimination toward Muslims. Using a systematic literature review (SLR), this study analyses 134 articles to frame a comparative lens of discrimination toward Muslims in Muslim-minority and Muslim-majority countries. This study reveals different discrimination patterns in both country types. In Muslim-minority countries, only the macro-societal level factors are consistently linked to blatant discrimination form while the other two levels (meso-organizational and micro-individual) contribute towards a mixture of blatant and subtle discrimination incidents. Meanwhile, Muslim-majority countries' discrimination cases specifically occur towards women in subtle manners at each level. The different discrimination patterns in the two country types also leads to other notions such as the logic of in-group discrimination toward Muslim women in Muslim-majority countries and the repositioning of gender and religious identities.
{"title":"A relational perspective comparison of workplace discrimination toward Muslims in Muslim-minority and Muslim-majority countries","authors":"J. A. Linando","doi":"10.1177/14705958221120990","DOIUrl":"https://doi.org/10.1177/14705958221120990","url":null,"abstract":"Research on discrimination and inequality has seen a significant increase in workplace religious discrimination toward Muslims. However, it is not well understood how macro-societal, meso-organizational and micro-individual factors contribute to workplace discrimination toward Muslims. Using a systematic literature review (SLR), this study analyses 134 articles to frame a comparative lens of discrimination toward Muslims in Muslim-minority and Muslim-majority countries. This study reveals different discrimination patterns in both country types. In Muslim-minority countries, only the macro-societal level factors are consistently linked to blatant discrimination form while the other two levels (meso-organizational and micro-individual) contribute towards a mixture of blatant and subtle discrimination incidents. Meanwhile, Muslim-majority countries' discrimination cases specifically occur towards women in subtle manners at each level. The different discrimination patterns in the two country types also leads to other notions such as the logic of in-group discrimination toward Muslim women in Muslim-majority countries and the repositioning of gender and religious identities.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"23 1","pages":"31 - 57"},"PeriodicalIF":2.4,"publicationDate":"2022-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49429753","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 : 2022-07-17DOI: 10.1177/14705958221115785
T. Jackson
Although we have not published an article on cultural intelligence in this current issue, we have certainly published our share over the last 20 years in International Journal of Cross Cultural Management: 17 articles with ‘cultural intelligence’ in the title, 19 in the abstract, and 107 where the term is mentioned anywhere in the text. When I search Google on the term ‘cultural intelligence’ I get about 2,320,000,000 results. On Google Scholar I get 3,820,000. The term is often abbreviated to CQ, with the ‘Q’meaning ‘Quotient’. This word is defined as ‘a particular degree or amount of something’ by the Cambridge English dictionary, implying in this case that the amount of cultural intelligence a person has can be measured. The word ‘intelligence’ suggests that cultural intelligence is a part of general intelligence, and that like IQ it can be measured. ‘Cultural’ suggests a measure of that part of intelligence that pertains to an individual’s manifestation of their understanding and interpretation of different cultural contexts and the way that those within these contexts may think, feel and behave and what they value. Or, in short CQ is ‘A person’s capability for successful adaptation to new cultural settings, that is, for unfamiliar settings attributable to cultural context’, in the words of Earley and Ang’s (2003: 9) early work, when the concept was introduced to the world. The term is applied across cultural contexts and mostly assumed to be a universal concept that can be understood, applied and measured anywhere, regardless of cultural context and background of the individual being measured, although this assumption has been criticised more recently (e.g. Ward et al., 2009), of which more later.
{"title":"Should we measure cultural intelligence?","authors":"T. Jackson","doi":"10.1177/14705958221115785","DOIUrl":"https://doi.org/10.1177/14705958221115785","url":null,"abstract":"Although we have not published an article on cultural intelligence in this current issue, we have certainly published our share over the last 20 years in International Journal of Cross Cultural Management: 17 articles with ‘cultural intelligence’ in the title, 19 in the abstract, and 107 where the term is mentioned anywhere in the text. When I search Google on the term ‘cultural intelligence’ I get about 2,320,000,000 results. On Google Scholar I get 3,820,000. The term is often abbreviated to CQ, with the ‘Q’meaning ‘Quotient’. This word is defined as ‘a particular degree or amount of something’ by the Cambridge English dictionary, implying in this case that the amount of cultural intelligence a person has can be measured. The word ‘intelligence’ suggests that cultural intelligence is a part of general intelligence, and that like IQ it can be measured. ‘Cultural’ suggests a measure of that part of intelligence that pertains to an individual’s manifestation of their understanding and interpretation of different cultural contexts and the way that those within these contexts may think, feel and behave and what they value. Or, in short CQ is ‘A person’s capability for successful adaptation to new cultural settings, that is, for unfamiliar settings attributable to cultural context’, in the words of Earley and Ang’s (2003: 9) early work, when the concept was introduced to the world. The term is applied across cultural contexts and mostly assumed to be a universal concept that can be understood, applied and measured anywhere, regardless of cultural context and background of the individual being measured, although this assumption has been criticised more recently (e.g. Ward et al., 2009), of which more later.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"22 1","pages":"209 - 212"},"PeriodicalIF":2.4,"publicationDate":"2022-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47675257","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 : 2022-07-11DOI: 10.1177/14705958221111239
Ajinkya Navare, Ashish Pandey
Is achieving organizational performance and employee well-being a zero-sum game? Can cultural traditions provide an approach to realizing the spiritual aspects of ordinary vocations of life? We pro...
{"title":"Karma Yoga: Scale development and studies of the impact on positive psychological outcomes at the workplace","authors":"Ajinkya Navare, Ashish Pandey","doi":"10.1177/14705958221111239","DOIUrl":"https://doi.org/10.1177/14705958221111239","url":null,"abstract":"Is achieving organizational performance and employee well-being a zero-sum game? Can cultural traditions provide an approach to realizing the spiritual aspects of ordinary vocations of life? We pro...","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"30 9","pages":""},"PeriodicalIF":2.4,"publicationDate":"2022-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138503557","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 : 2022-07-09DOI: 10.1177/14705958221112755
Jessica L. Wildman, Catherine Warren, P. Deepak, T. Fry, Kyi Phyu Nyein, Allyson Pagan
Despite decades of research establishing that trust is critical to successful collaboration, the experience of trust violation is poorly understood independent of trust repair. Furthermore, despite increasing globalization, most organizational research on trust violation is heavily Westernized. This semi-structured interview study explored subjective experiences of trust violation at work across 23 individuals from the United States, India, and China to better understand similarities and differences in the unfolding reactions to trust violations across cultures. Our inductive thematic analysis identifies some trust violation triggers common to all three nationalities (i.e., psychological contract breach, professional attack, lack of work ethic) and some triggers unique to certain nationalities (i.e., lack of acknowledgment for Indian workers; excessive monitoring and injustice perceptions for Chinese workers). Regarding reactions to trust violations, American workers emphasized a central reaction of anger, Indian workers described more varied emotional and behavioral reactions possibly reflecting cultural complexity, and Chinese workers described reactions of emotion suppression and behavioral avoidance that align with theories of face. For American and Indian workers, violations damaged both interpersonal relationships and attitudes towards one’s job, whereas for Chinese workers, violations damaged only the focal interpersonal relationship. We discuss the implications of our descriptive, nationality-specific unfolding models of trust violation for advancing cross-cultural research on trust violations at work.
{"title":"Trust violation at work: Lived experiences of American, Indian, and Chinese employees","authors":"Jessica L. Wildman, Catherine Warren, P. Deepak, T. Fry, Kyi Phyu Nyein, Allyson Pagan","doi":"10.1177/14705958221112755","DOIUrl":"https://doi.org/10.1177/14705958221112755","url":null,"abstract":"Despite decades of research establishing that trust is critical to successful collaboration, the experience of trust violation is poorly understood independent of trust repair. Furthermore, despite increasing globalization, most organizational research on trust violation is heavily Westernized. This semi-structured interview study explored subjective experiences of trust violation at work across 23 individuals from the United States, India, and China to better understand similarities and differences in the unfolding reactions to trust violations across cultures. Our inductive thematic analysis identifies some trust violation triggers common to all three nationalities (i.e., psychological contract breach, professional attack, lack of work ethic) and some triggers unique to certain nationalities (i.e., lack of acknowledgment for Indian workers; excessive monitoring and injustice perceptions for Chinese workers). Regarding reactions to trust violations, American workers emphasized a central reaction of anger, Indian workers described more varied emotional and behavioral reactions possibly reflecting cultural complexity, and Chinese workers described reactions of emotion suppression and behavioral avoidance that align with theories of face. For American and Indian workers, violations damaged both interpersonal relationships and attitudes towards one’s job, whereas for Chinese workers, violations damaged only the focal interpersonal relationship. We discuss the implications of our descriptive, nationality-specific unfolding models of trust violation for advancing cross-cultural research on trust violations at work.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"22 1","pages":"349 - 376"},"PeriodicalIF":2.4,"publicationDate":"2022-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47050153","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 : 2022-07-05DOI: 10.1177/14705958221112859
Zheni Wang, Alexandra Panaccio, Usman Raja, M. Donia, Guylaine Landry, M. Pereira, M. C. Ferreira
Drawing on samples from Canada, Pakistan, China, the US, and Brazil comprising over 800 employees, we examined whether servant leaders (SL) - characterized as putting the needs of others above their own - promote employees’ well-being via autonomous motivation, accounting for employees’ power distance and collectivism values as moderating variables. Autonomous motivation, a type of self-regulation, sustains one’s well-being. Personal values facilitate one’s work behaviors cross-culturally. Multigroup confirmatory factor analysis (CFA) results confirmed matrix invariance of all the measures. The path and moderation analyses result using multilevel structural equation modeling (SEM) supported the positive direct and indirect paths among SL, autonomous motivation, and psychological well-being across the five cultures; Collectivistic value negatively moderated the relationship between servant leadership and autonomous motivation across the Chinese and US samples. In addition, with only a limited number of items, measurements of SL and vitality achieved scalar invariance. ANOVA test results also confirmed the significant comparative differences in these two variables among the cultural groups. Findings in this research provided robust and empirical support for the motivational effects of the servant leadership theory across the globe. Theoretical and practical implications for evidence-based cross-cultural management practices and future directions for leadership training in diverse cultural contexts are discussed.
{"title":"Servant leadership and employee wellbeing: A crosscultural investigation of the moderated path model in Canada, Pakistan, China, the US, and Brazil","authors":"Zheni Wang, Alexandra Panaccio, Usman Raja, M. Donia, Guylaine Landry, M. Pereira, M. C. Ferreira","doi":"10.1177/14705958221112859","DOIUrl":"https://doi.org/10.1177/14705958221112859","url":null,"abstract":"Drawing on samples from Canada, Pakistan, China, the US, and Brazil comprising over 800 employees, we examined whether servant leaders (SL) - characterized as putting the needs of others above their own - promote employees’ well-being via autonomous motivation, accounting for employees’ power distance and collectivism values as moderating variables. Autonomous motivation, a type of self-regulation, sustains one’s well-being. Personal values facilitate one’s work behaviors cross-culturally. Multigroup confirmatory factor analysis (CFA) results confirmed matrix invariance of all the measures. The path and moderation analyses result using multilevel structural equation modeling (SEM) supported the positive direct and indirect paths among SL, autonomous motivation, and psychological well-being across the five cultures; Collectivistic value negatively moderated the relationship between servant leadership and autonomous motivation across the Chinese and US samples. In addition, with only a limited number of items, measurements of SL and vitality achieved scalar invariance. ANOVA test results also confirmed the significant comparative differences in these two variables among the cultural groups. Findings in this research provided robust and empirical support for the motivational effects of the servant leadership theory across the globe. Theoretical and practical implications for evidence-based cross-cultural management practices and future directions for leadership training in diverse cultural contexts are discussed.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"22 1","pages":"301 - 325"},"PeriodicalIF":2.4,"publicationDate":"2022-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45332024","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 : 2022-07-02DOI: 10.1177/14705958221112253
M. Minoja, U. Kocollari, Maddalena Cavicchioli
Cross-cultural differences and their effects on Corporate Social Responsibility (CSR) perceptions and expectations may be a source of risks and opportunities for managers of multinational or international companies. Moving from this assumption, this paper focuses on the relatively underdeveloped topic of CSR in Eastern European, post- Communist countries, with the aim to compare how CSR is perceived and affect consumers’ behaviours in Albania (EU candidate only in March 2020) compared to Germany and Italy. Through an empirical study of CSR perceptions of Albanian master degree students in comparison with their German and Italian colleagues, we found, first, that Albanian students share with their Western counterparts a perception of firm duties encompassing the economic, legal, environmental, and voluntariness dimensions; second, that for Albanian students a firm behaves in a socially responsible manner to the extent it acts responsibly toward the environment and achieves economic success; third, that they have stronger expectations in terms of CSR and more positive attitudes toward responsible buying than Western European students. Overall, our study suggests that cultural differences affect CSR perceptions and expectations, which, in turn, influence the purchasing behaviours. Thus, from a cross-cultural management perspective, managers need to be aware of these differences, assess their potential impact on stakeholders’ behaviours and attitudes toward a firm, identify risks and opportunities, and finally decide their strategic responses.
{"title":"Exploring differences of corporate social responsibility perceptions and expectations between eastern and western countries: Emerging patterns and managerial implications","authors":"M. Minoja, U. Kocollari, Maddalena Cavicchioli","doi":"10.1177/14705958221112253","DOIUrl":"https://doi.org/10.1177/14705958221112253","url":null,"abstract":"Cross-cultural differences and their effects on Corporate Social Responsibility (CSR) perceptions and expectations may be a source of risks and opportunities for managers of multinational or international companies. Moving from this assumption, this paper focuses on the relatively underdeveloped topic of CSR in Eastern European, post- Communist countries, with the aim to compare how CSR is perceived and affect consumers’ behaviours in Albania (EU candidate only in March 2020) compared to Germany and Italy. Through an empirical study of CSR perceptions of Albanian master degree students in comparison with their German and Italian colleagues, we found, first, that Albanian students share with their Western counterparts a perception of firm duties encompassing the economic, legal, environmental, and voluntariness dimensions; second, that for Albanian students a firm behaves in a socially responsible manner to the extent it acts responsibly toward the environment and achieves economic success; third, that they have stronger expectations in terms of CSR and more positive attitudes toward responsible buying than Western European students. Overall, our study suggests that cultural differences affect CSR perceptions and expectations, which, in turn, influence the purchasing behaviours. Thus, from a cross-cultural management perspective, managers need to be aware of these differences, assess their potential impact on stakeholders’ behaviours and attitudes toward a firm, identify risks and opportunities, and finally decide their strategic responses.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"22 1","pages":"327 - 347"},"PeriodicalIF":2.4,"publicationDate":"2022-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44104003","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 : 2022-05-17DOI: 10.1177/14705958221100669
H. Kell
The criterion problem is a serious conceptual and methodological challenge that has confronted investigators and managers in the organizational sciences for over 100 years. This paper is an introduction to the criterion problem and some of the complex, multifaceted issues it encompasses. It defines and discusses important concepts (e.g. the problem itself, conceptual criteria, operational criteria). It explores broad dilemmas that afflict all types of criteria and narrower dilemmas that are more individually relevant to criteria traditionally considered objective or subjective. It concludes by examining prospects for the criterion problem both in general and within cross-cultural management.
{"title":"The criterion problem in cross-cultural performance research","authors":"H. Kell","doi":"10.1177/14705958221100669","DOIUrl":"https://doi.org/10.1177/14705958221100669","url":null,"abstract":"The criterion problem is a serious conceptual and methodological challenge that has confronted investigators and managers in the organizational sciences for over 100 years. This paper is an introduction to the criterion problem and some of the complex, multifaceted issues it encompasses. It defines and discusses important concepts (e.g. the problem itself, conceptual criteria, operational criteria). It explores broad dilemmas that afflict all types of criteria and narrower dilemmas that are more individually relevant to criteria traditionally considered objective or subjective. It concludes by examining prospects for the criterion problem both in general and within cross-cultural management.","PeriodicalId":46626,"journal":{"name":"International Journal of Cross Cultural Management","volume":"22 1","pages":"389 - 411"},"PeriodicalIF":2.4,"publicationDate":"2022-05-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41971485","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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