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Publisher: Emerald   (Total: 311 journals)

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A Life in the Day     Hybrid Journal   (Followers: 9)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 19)
Accounting Research J.     Hybrid Journal   (Followers: 23, SJR: 0.148, h-index: 3)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 5, SJR: 0.972, h-index: 30)
Advances in Accounting Education     Hybrid Journal   (Followers: 11)
Advances in Appreciative Inquiry     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 4)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 39)
Advances in Gender Research     Full-text available via subscription  
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 45, SJR: 0.211, h-index: 3)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 22)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 9)
Agricultural Finance Review     Hybrid Journal   (Followers: 1)
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 106, SJR: 0.339, h-index: 15)
American J. of Business     Hybrid Journal   (Followers: 9)
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 4, SJR: 0.309, h-index: 23)
Arts Marketing : An Intl. J.     Hybrid Journal   (Followers: 10)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 6)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 2, SJR: 0.237, h-index: 4)
Asian Education and Development Studies     Hybrid Journal   (Followers: 6)
Asian J. on Quality     Hybrid Journal   (Followers: 2)
Asian Review of Accounting     Hybrid Journal   (Followers: 1, SJR: 0.174, h-index: 3)
Aslib J. of Information Management     Hybrid Journal   (Followers: 6)
Aslib Proceedings     Hybrid Journal   (Followers: 168, SJR: 0.558, h-index: 23)
Assembly Automation     Hybrid Journal   (Followers: 1, SJR: 0.439, h-index: 20)
Baltic J. of Management     Hybrid Journal   (Followers: 2, SJR: 0.2, h-index: 10)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 6, SJR: 0.554, h-index: 28)
British Food J.     Hybrid Journal   (Followers: 10, SJR: 0.361, h-index: 25)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 15, SJR: 0.248, h-index: 3)
Business Process Management J.     Hybrid Journal   (Followers: 7, SJR: 0.841, h-index: 31)
Business Strategy Series     Hybrid Journal   (Followers: 5, SJR: 0.151, h-index: 3)
Campus-Wide Information Systems     Hybrid Journal   (Followers: 5, SJR: 0.246, h-index: 12)
Career Development Intl.     Hybrid Journal   (Followers: 9, SJR: 0.721, h-index: 22)
China Agricultural Economic Review     Hybrid Journal   (Followers: 1, SJR: 0.419, h-index: 6)
China Finance Review Intl.     Hybrid Journal   (Followers: 4)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.424, h-index: 7)
Circuit World     Hybrid Journal   (Followers: 14, SJR: 0.297, h-index: 15)
Clinical Governance: An Intl. J.     Hybrid Journal   (Followers: 21, SJR: 0.176, h-index: 13)
Collection Building     Hybrid Journal   (Followers: 10, SJR: 0.461, h-index: 8)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 5, SJR: 0.224, h-index: 18)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 3)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 15)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 4, SJR: 0.394, h-index: 18)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 6, SJR: 0.345, h-index: 21)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.311, h-index: 11)
Cross Cultural Management An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.648, h-index: 6)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.123, h-index: 6)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 14, SJR: 0.352, h-index: 24)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 61, SJR: 0.129, h-index: 2)
Education + Training     Hybrid Journal   (Followers: 17, SJR: 0.39, h-index: 21)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.243, h-index: 6)
Employee Relations     Hybrid Journal   (Followers: 5, SJR: 0.446, h-index: 16)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.567, h-index: 36)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 16, SJR: 0.468, h-index: 20)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 13, SJR: 0.37, h-index: 4)
Ethnicity and Inequalities in Health and Social Care     Hybrid Journal   (Followers: 9, SJR: 0.109, h-index: 1)
EuroMed J. of Business     Hybrid Journal  
European Business Review     Hybrid Journal   (Followers: 5, SJR: 0.368, h-index: 15)
European J. of Innovation Management     Hybrid Journal   (Followers: 14, SJR: 0.442, h-index: 22)
European J. of Marketing     Hybrid Journal   (Followers: 21, SJR: 0.957, h-index: 38)
European J. of Training and Development     Hybrid Journal   (Followers: 8, SJR: 0.296, h-index: 18)
Evidence-based HRM     Hybrid Journal   (Followers: 7)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.34, h-index: 13)
foresight     Hybrid Journal   (Followers: 7, SJR: 0.62, h-index: 16)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.495, h-index: 17)
Grey Systems : Theory and Application     Hybrid Journal  
Health Education     Hybrid Journal   (Followers: 4, SJR: 0.345, h-index: 13)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 37, SJR: 0.121, h-index: 2)
History of Education Review     Hybrid Journal   (Followers: 8, SJR: 0.102, h-index: 1)
Housing, Care and Support     Hybrid Journal   (Followers: 9, SJR: 0.155, h-index: 3)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 13, SJR: 0.105, h-index: 5)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.104, h-index: 1)
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.131, h-index: 1)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.318, h-index: 10)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.46, h-index: 15)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 3, SJR: 0.989, h-index: 54)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.421, h-index: 25)
Info     Hybrid Journal   (SJR: 0.337, h-index: 17)
Information and Computer Security     Hybrid Journal   (Followers: 14, SJR: 0.29, h-index: 28)
Information Technology & People     Hybrid Journal   (Followers: 57, SJR: 0.664, h-index: 21)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 13)
Interlending & Document Supply     Hybrid Journal   (Followers: 86, SJR: 0.593, h-index: 10)
Internet Research     Hybrid Journal   (Followers: 55, SJR: 0.846, h-index: 44)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 2)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 8)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 6, SJR: 0.265, h-index: 4)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 4, SJR: 0.672, h-index: 26)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 9, SJR: 0.211, h-index: 3)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 4, SJR: 0.436, h-index: 20)
Intl. J. of Commerce and Management     Hybrid Journal  
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 10, SJR: 0.322, h-index: 31)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 11, SJR: 1.2, h-index: 24)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 14, SJR: 0.113, h-index: 1)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 7)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 5, SJR: 0.181, h-index: 5)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 4, SJR: 0.508, h-index: 16)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 2)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 4, SJR: 0.187, h-index: 7)

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Journal Cover   Cross Cultural Management An International Journal
  [SJR: 0.648]   [H-I: 6]   [7 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1352-7606
   Published by Emerald Homepage  [311 journals]
  • From the Editor
    • Authors: Rosalie Tung
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.

      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:32:13Z
      DOI: 10.1108/CCM-05-2015-0068
       
  • Global psychology: implications for cross-cultural research and management
    • Authors: John Berry
      First page: 342
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose Psychology, both as science and practice, has been largely developed in one cultural area of the world: Europe and North America. As a result, the discipline is culture-bound, limited in its origins, concepts, and empirical findings to only this small portion of the world. The discipline is also culture-blind, largely ignoring the influence of the role of culture in shaping the development and display of human behaviour. These limitations have resulted in the dominant position of a Western Academic Scientific Psychology (WASP) in relation to other cultural perspectives on human behaviour. Design/methodology/approach This article draws on concepts and strategies in psychology (particularly cross-cultural and intercultural psychology) to propose some remedies to problems arising from the dominant WASP position. For example, of what relevance is such a limited perspective to understanding human activity in other cultures; and how can such a limited understanding serve the purpose of effective intercultural interactions? Findings The eventual goal is to achieve a global psychology that incorporates concepts and findings from societies and cultures from all parts of the world, one that will permit a valid understanding of people within their cultures, and permit effective intercultural across cultures. Originality/value The article presents some criticisms of the dominant Western psychology (WASP), and proposes that the achievement of a more global psychology may be within reach if some concepts and methods now available in psychology from both the dominant Western sources and from those working in the rest of the world are used.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:31:45Z
      DOI: 10.1108/CCM-03-2015-0031
       
  • National context and organizational performance across three sectors
    • Authors: G. Ronald Gilbert, Mary Ann Von Glinow
      First page: 356
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose To analyze the effects of diffusional pressures as they relate to organizational performance across public, private and not-for-profit sectors in two different national contexts. Design/methodology/approach A review is conducted of institutional forces in the environment of two nations; one highly developed and the other developing to identify isomorphic pressures in each of the countries. An organizational performance assessment tool is used to analyze the differences in the performance of the three sectors in the two national contexts identified. The research relies on Pearson Correlation, Exploratory Factor Analysis, Confirmatory Factor Analysis and MANCOVA statistical applications to validate the assessment instrument and shed light on differences across nations and sectors that can be attributed to organizational diffusion as a result of institutional pressures that exist in the countries in which the organizations are embedded. Findings The findings indicate there is greater need to adapt to local ways of doing things when working cross nationally within developing countries than with those that are developed where management practices are more alike than dissimilar. The results of the study suggest that when managing organizations cross nationally, in the more developed nations organizations will perform more effectively and more alike than when working with organizations in less developed countries where the conditions for the diffusion of organizational practices are weaker Research limitations/implications Our research focused on two countries for comparative purposes. Due to sampling limitations, the findings are more relevant to the sectors we studied within countries than between the countries per se. It is recommended further research be conducted using larger samples across many national cultures. While relying on broad societal institutional dynamics, the study design does not permit the analysis of the effects of specific contextual characteristics on organizational performance. Such an undertaking is undoubtedly a “next step” that we recommend. Practical implications The extant literature finds that managing systems cross nationally requires adaptation to local national contexts. Where there is less economic and technological development, less opportunity for free market competition (capitalism), educational opportunities and shared standards from which the performance of organizations are judged, the more unlikely organizations will employ commonly applied management practices. A new tool is introduced that can be used to further research on organizational performance cross nationally. Originality/value The study provides empirical evidence to demonstrate that in nations where stronger diffusional pressures exist, fewer differences will be found among the performance of the three sectors. Additionally, the effectiveness of organizations in these national contexts will be greater. While research among the three sectors has identified performance differences, such differences are less likely to be discernible in developed nations due to isomorphic pressures. The study is especially relevant to those who manage global organizations cross nationally. It introduces a new tool to measure organizational performance across national boundaries.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:31:50Z
      DOI: 10.1108/CCM-01-2014-0010
       
  • Antecedents of attitudes toward the website: the moderating role of
           long-term orientation and individualism
    • First page: 379
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose This paper analyzes the moderating role of the cultural dimensions of long-term orientation (LTO) and individualism (IND) on the relationships between satisfaction online, message involvement and perceived usefulness of the website on attitude toward the website Design/methodology/approach We chose a between-subjects experimental design, using culture (Spanish vs. British) as the independent variable. Two versions of a website for a fictitious tourist destination were created – one written in Spanish and the other in English. The sample comprised 491 users Findings The findings indicate that the LTO dimension moderates the relationship between satisfaction online and perceived usefulness on attitude toward the website. The relationships between message involvement and attitude toward the website could not be confirmed Research limitations/implications The main limitation of this study is the comparison of only two cultures, Spain vs. the UK. Practical implications The key implication is that if marketers and website designers can better understand how national cultural differences moderate the attitude formation and change process among tourists, this will enable them to market their destinations and services more effectively. National cultural differences explain the differences found in the effect of satisfaction and perceived usefulness on attitude toward the website Originality/value This study is one of the few analyzing the moderating effect of LTO and IND on three antecedents of attitude toward the website. The original cultural values established by Hofstede (2001) were tested among the present sample to establish the extent to which they remain true today. To create an authentic browsing scenario for the experiment, a website was specially designed for a fictitious tourist destination, with its own domain name (buyada.org). Subjects were invited to browse the site freely while carrying out the task assigned to them. This approach contributed added value to the research by simulating the real behavior of tourists who are faced with a range of choices when putting together a tourism package for a given destination.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:32:03Z
      DOI: 10.1108/CCM-04-2014-0044
       
  • The impact of stressors during international assignments
    • Authors: Katherine Rosenbusch, Leonard J. Cerny II, David R. Earnest
      First page: 405
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose This study sought to examine relationships between cross-cultural adjustment and stress of expatriate employees with families in a multinational corporation and identify common stressors reported during international transitions. Design/methodology/approach This study utilized both quantitative and qualitative methods through an online survey based tool. The CernySmith Assessment (CSA) captured the statistical measures of objective adjustment scales along with written in, subjective stressor responses from a sample of expatriates. Findings Overall subjective stress level was negatively correlated with all five objective adjustment domains (Organizational, Cultural, Relational, Behavioral, and Personal). Seven stressor categories (cultural, occupational, relational, historical, crisis, spiritual, physical) demonstrated statistically significant negative relationships with overall adjustment. Regression analysis indicated expatriate adjustment was predicted by spiritual, occupational, and support stressors. Write-in stressor responses provided specific expressions of individual stress challenges, strains, and hassles that support predicted relations according to the Family Adaptation and Adjustment Response (FAAR) model. Research limitations/implications This study provides a snapshot of objective adjustment interacting with subjective stress for expatriate employees from a single international organization during a specific time period. Originality/value These findings provide insights to organizations and human resource development professionals as well as to expatriates and their families on how stress impacts expatriate adjustment. It also highlights the need for support mechanisms to ease transitions and reduce stressors.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:31:56Z
      DOI: 10.1108/CCM-09-2013-0134
       
  • Attitudes to other ethnicities among New Zealand workers
    • Authors: Carla Anne Houkamau, Peter Boxall
      First page: 431
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose This paper examines the ‘other-group orientation’ (OGO) of New Zealand (NZ) workers as a way of measuring their attitudes to the growing ethnic diversity in the contemporary workplace. Design/methodology/approach 500 randomly selected New Zealand employees were surveyed through computer-assisted telephone interviews. Males, females, and ethnic groups were included according to their current proportions in the New Zealand workforce. Analysis is based on 485 useable cases. Findings While New Zealanders generally have a high level of other-group orientation, minority ethnic groups and graduates score higher on OGO. Among people under 38 years, males tend to have a higher OGO, while among those over 38, females tend to be higher. Research limitations/implications The study shows the value of studying the attitudes of workers in relation to diversity and other-group orientation. Workers bring their own orientations into the workplace, affecting the way they relate to their co-workers. Originality/value While the research shows that New Zealand workers are generally very positive about ethnic diversity, it reveals variations among ethnic and educational groups in terms of their openness to others.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:31:33Z
      DOI: 10.1108/CCM-10-2013-0155
       
  • HRM and temporary workers' well-being: a study in Portugal and Brazil
    • First page: 447
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose Temporary agency workers (TAWs) are regarded as experiencing employment conditions that tend to facilitate high strain. In this study, we view this situation as not being inevitable and dependent on the opportunity of having positive experiences in the professional context. This paper sets out to propose that perceptions of the HRM practices system are positively related to work engagement, which in turn, is positively related to context free well-being. Design/methodology/approach These hypotheses were tested with two samples of TAWs, from Portugal (N=241) and Brazil (N=228), contracted by the same international agency. Data were analyzed with multiple group analyses. Findings Results confirmed that in both the Portuguese and Brazilian samples the HRM practices system is positively related to TAWs' context free well-being and their work engagement mediates this relationship. However, we also verified that the relationship between work engagement and satisfaction with life was stronger for the Portuguese TAWs than for their Brazilian counterparts. Research limitations/implications The study is limited, due to the nature of the data (self-reported) and the lack of a longitudinal design. Practical implications An important implication of this research study is that agencies should acknowledge the fact that HRM practices are an investment with a return from TAWs, since they are positively related to their well-being. Originality/value The findings highlight the importance of the HRM practices system in developing positive psychological states with TAWs, not only at work, but also outside this context. This observation was confirmed in two different countries.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:32:18Z
      DOI: 10.1108/CCM-07-2013-0105
       
  • Team performance in cross cultural project teams: the moderated mediation
           role of consensus, heterogeneity, faultlines and trust
    • Authors: Merce Mach, Yehuda Baruch
      First page: 464
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose We test the conditional effect of team composition on team performance; specifically, how collective team orientation, group consensus, faultline configurations and trust among team members explain the objective performance of project teams in cross cultural contexts. Design/methodology/approach Employing path analytical framework and bootstrap methods, we analyze data from a sample of 73 cross cultural project teams. Relying on ordinary least-squares regression, we estimate the direct and indirect effects of the moderated mediation model. Findings Our findings demonstrate that the indirect effect of collective team orientation on performance through team trust is moderated by team member consensus, diversity heterogeneity, and faultlines’ strength. By contrast, high dispersion among members, heterogeneous team configurations and strong team faultlines lead to low levels of trust and team performance Research limitations/implications The specific context of the study (cross cultural students’ work projects) may influence external validity and limit the generalization of our findings as well as the different compositions of countries of origin. Practical implications From a practical standpoint, these results may help practitioners understand how the emergence of trust contributes to performance. It will also help them comprehend the importance of managing teams while bearing in mind the cross cultural contexts in which they operate. Originality/value Our study advances organizational group research by showing the combined effect of team configurations and collective team orientation to overall team performance and by exploring significant constructs such as team consensus, team trust, and diversity faultline strength to examine their possible moderated mediation role in the process.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:31:31Z
      DOI: 10.1108/CCM-10-2014-0114
       
  • The moderating role of Hofstede's cultural dimensions in the
           customer-brand relationship in China and India
    • Authors: Won-Moo Hur, Seongho Kang, Minsung Kim
      First page: 487
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose This study aims to enhance our understanding of customer-brand relationships in the international marketplace, and empirically investigates and compares the customer-brand relationship development process between Indian and Chinese markets. In detail, four out of Hofstede’s original five national culture dimensions were adopted as moderators in the process of customer-brand relationship development between two markets. Design/methodology/approach To test hypotheses, responses from 539 Indian and 400 Chinese mobile phone consumer samples were achieved, and the proposed model was estimated by using structural equations based on the partial least squares (PLS) algorithm. Findings The results demonstrate that utilitarian value and brand affect play a significant role in building brand loyalty for Chinese consumers, while hedonic value and perceived risk contribute more in building brand loyalty for Indian consumers. Research limitations/implications :This study indicated that the cultural difference affects both on brand trust formation and on the relationship between brand trust/affect and brand loyalty, implying that more customized brand management strategies should be adopted. Practical implications Global brand values must be communicated for each culture appropriately. It is desirable that the identified match, utilitarian value-Chinese customers and hedonic value-Indian customers, be consistently presented to each cultural market in a more integrative manner. Originality/value This study identified that the route from the development of value proposition to building up brand trust and brand affect is a critical step toward achieving brand loyalty in Indian and Chinese markets.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:31:39Z
      DOI: 10.1108/CCM-10-2013-0150
       
  • Impact of cultural positions on FDI’s entry mode
    • First page: 509
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 3, August 2015.
      Purpose To study the influence of cultural positions on the choice of entry mode in foreign direct investment (FDI) —joint ventures versus wholly owned subsidiaries. The article focuses on the impact of cultural positions along four cultural dimensions, as well as on the interactions between these positions and FDI’s contextual variables (i.e.: linguistic differences). Design/methodology/approach A fuzzy set Qualitative Comparative Analysis is performed on a dataset of Spanish investments located in the European Union (EU). Findings Contingent role of cultural positions. Existence of interaction effects among cultural positions along different dimensions, as well as between cultural positions and FDI’s contextual variables. Research limitations/implications Main limitations relate to the dataset, as only FDIS carried out by big corporations and coming from a single country are considered. Practical implications Managers making decisions on the choice of entry mode must take into account the position relative to each individual cultural dimension, as well as its interaction with other cultural dimensions and FDI’s contextual variables, rather than just considering cultural distances between countries. Originality/value (I) Focus on cultural positions (rather than cultural distances). It allows taking into account both the cultural characteristics of each party and their relative values along individual cultural dimensions. (II) Development of a qualitative analysis that considers the contextual features of the investment.
      Citation: Cross Cultural Management: An International Journal
      PubDate: 2015-06-16T12:32:08Z
      DOI: 10.1108/CCM-07-2014-0086
       
  • Kristine Marin Kawamura, PhD, Interviews Richard Boyatzis, PhD
    • Authors: Kristine Marin Kawamura
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.

      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:16 GMT
      DOI: 10.1108/CCM-03-2015-0032
       
  • Culture in Angola: insights for human resources management
    • First page: 166
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.
      Purpose This study aims to describe the cultural values - how things should be - and the cultural practices - how things are - of Angolan society. We expected to find: a gap between practices and values; high levels of power distance, institutional and in-group collectivism, uncertainty avoidance, future and humane orientation; and low to medium levels of performance orientation, gender equality and assertiveness. Design/methodology/approach A questionnaire using GLOBE’s cultural scales was applied to 235 employees in Angola. Findings There is a gap between cultural practices and values. Within Angola, humane and performance orientations are the most valued cultural dimensions. Power distance and in-group collectivism are the most prevailing cultural practices. Compared to other countries, Angola has high levels of humane orientation, institutional collectivism and uncertainty avoidance values and high levels of assertiveness and performance orientation practices. Practical implications Higher than desired levels of assertiveness and power distance, on the one hand, and lower than desired levels of humane orientation and uncertainty avoidance on the other, are key aspects that should be taken into account by HRM in this context. Originality/value These results may have important implications for HRM in Angola. To the best of our knowledge, this is the first analysis of Angola’s culture from a business research perspective.
      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:17 GMT
      DOI: 10.1108/CCM-02-2013-0036
       
  • Societal values and individual values in reward allocation preferences
    • Authors: Jesse Olsen
      First page: 187
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.
      Purpose Prior research suggests that cultural values affect individuals’ preferences in whether work rewards (i.e., pay and benefits) are allocated according to rules based on equity, equality, or need. However, this research has focused primarily on societal-level values or individual-level operationalizations of values originally conceptualized at the societal level. Drawing on equity and social exchange theories, I present a theoretical model and nine propositions that incorporate both individual and societal values as determinants of these reward allocation rule preferences. Design/methodology/approach I briefly review of the relevant literature on values and reward allocation preferences and present arguments supported by prior research, leading to a model and nine propositions. Findings I propose that societal values and individual values have main and interactive effects on reward allocation preferences and that the effects of societal values are partially mediated by individual values. Research limitations/implications The model and propositions present relationships that could be tested in future multi-level studies. Future conceptual/theoretical work may also build on the model presented in this paper. Practical implications The proposed relationships, if supported, would have important implications for organizational reward systems and staffing. Originality/value Prior research on reward allocation preferences focuses mostly on the effects of societal or individual values. This theoretical paper attempts to clarify and distinguish values at these two levels and to better understand their main and interactive effects on individual reward allocation rule preferences.
      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:15 GMT
      DOI: 10.1108/CCM-09-2013-0130
       
  • Sustainable development and sustainability as study objects for
           comparative management theory: proposing styles of reasoning for an
           unknown metropole
    • First page: 201
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.
      Purpose The primary objective of this article is to characterize sustainable development and sustainability as study objects for comparative management theory. Design/methodology/approach The proposed characterization consists of four principal analytical dimensions: (1) the first dimension discusses ontological postures; (2) the second dimension broaches epistemological perspectives; (3) the third dimension inserts paradigms from organizational theory into the analysis; (4) the fourth is the conceptual dimension, which ranks and relates different aspects from comparative management theory and studies about sustainable development and sustainability. Findings Analytical dimensions were related to establishing three proposals, which represent possible theoretical routes for characterizing sustainable development and sustainability as study objects for comparative management theory. A framework which illustrates the theoretical route taken to develop these proposals is presented at the end of the theoretical-analytical discussions. Research limitations/implications This article considers that discussion about sustainable development, sustainability and comparative management theory, as interesting themes for organizational studies, lack epistemological clarity and theoretical depth. Such shortcomings are identified based upon the difficulty in identifying ontological postures, epistemological perspectives, dominant paradigms and conceptual approaches that enable greater coherence to analysis of these themes, and also support the undertaking of research that can contribute to enriching proposals related to comparative management theory. Originality/value This is an innovative article as it relates comparative management theory approaches with structural concepts from sustainable development and sustainability developed using contributions from organizational theories, sociological reflections and political science. The proposed characterization is intended to blaze new and alternative epistemological paths for adding greater rigor to empirical research focused on the relationship investigated here in a theoretical context.
      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:14 GMT
      DOI: 10.1108/CCM-02-2013-0027
       
  • Assessing the cultural intelligence and task performance equation:
           mediating role of cultural adjustment
    • Authors: jeevan Jyoti, Sumeet Kour
      First page: 236
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.
      Purpose Organizations in India are multicultural in nature. In this context, cultural intelligence is a tool, which can increase an individual’s ability to interact with people outside his/her culture. The purpose of the study is to analyze the impact of cultural intelligence on task performance as well as to investigate the mediating role of cultural adjustment between the two. Design/methodology/approach Extensive review of literature was done to acknowledge the cultural intelligence and task performance concept. Data for the study has been collected from the 225 managers working in nationalized banks in Jammu province (J&K, India). Data collected has been validated using confirmatory factor analysis (CFA) and hypotheses have been tested through structural equation modeling (SEM). Findings The study reveals that cultural intelligence significantly contributes towards task performance. The findings further reveal full mediation of cultural adjustment between cultural intelligence and task performance. Research limitations/implications The study has been conducted in Indian cultural context, which can be extended to other Asian countries. Further, more outcomes of cultural intelligence can be taken into consideration in future for better understanding of the concept. Practical implications The study contributes towards cultural intelligence theory. Organization should provide cultural training to the managers before sending them to out of home state assignment, which helps to understand the culture of that state and effectively interact with people belonging to that place. Originality/value The paper empirically identifies the relationship between cultural intelligence and task performance in Indian context. Further, this relationship has been explored by using cultural adjustment as a mediator between the two. The model developed can be used for future research keeping it as a base.
      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:17 GMT
      DOI: 10.1108/CCM-04-2013-0072
       
  • Do different national samples yield similar dimensions of national
           culture?
    • Authors: Michael Minkov, Michael Harris Bond, Vesselin Blagoev
      First page: 259
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.
      Purpose Purpose: Cross-national studies of employees' values and beliefs have extracted dimensions of national culture from diverse samples of employees. Our goal is to find out if this sample diversity impacts the nature of the extracted dimensions: Is a given dimension replicable across diverse samples (such as managers versus skilled workers?) Design/methodology/approach Design: We analyzed a set of values from the World Values Survey, comparing nation-level value structures from four types of samples in 46 countries: 1) national representation, 2) managers, 3) experts without supervisory duties, and 4) skilled workers. We analyzed the data with, and simultaneously compared, two data reduction methods: MDS plots (Shalom Schwartz's preferred method) versus exploratory factor analysis (EFA). Findings Findings: MDS plots suggested structural similarity across the four samples, whereas EFA suggests divergence. Research limitations/implications Research Implications: Whether dimensions of national culture replicate across different samples or not depends on the data reduction method. There is no one best method in an abstract sense. Researchers' choice of method should be contingent on their research philosophy: theory-driven versus empirical. Originality/value No such study has been published previously.
      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:16 GMT
      DOI: 10.1108/CCM-06-2014-0065
       
  • National cultural values, sustainability beliefs, and organizational
           initiatives
    • Authors: Jasmine Tata, Sameer Prasad
      First page: 278
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.
      Purpose Organizations are implementing sustainability initiatives in different countries with varied socio-cultural systems. The literature on sustainability, however, does not present a clear picture of how national culture can influence interpretations of the meaning of sustainability and how these differences in interpretation can result in different sustainability practices. The purpose of this paper is to build upon the current literature by identifying mechanisms (i.e., sustainability beliefs and perceptions) that mediate the relationship between national cultural values and organizational sustainability initiatives. Design/methodology/approach We examine the literature on culture and sustainability practices, and develop a conceptual model that identifies how cultural values influence the sustainability initiatives of organizations. Several propositions are identified that specify relationships among the constructs, and guidelines are provided for testing the model in future research. Findings Our model posits that national culture influences sustainability beliefs and perceptions, which in turn influence the quantity and scope of sustainability initiatives. The relationship between sustainability beliefs and organizational sustainability initiatives is moderated by sustainability orientation and organizational capacity. Originality/value The model can help researchers and practitioners better understand the meaning of sustainability in the context of international business by identifying the mechanisms that explain the link between culture and sustainability. It can also help researchers generate hypotheses for future research. Finally, the model can guide multinational corporations attempting to drive sustainability programs through their subsidiaries as well as international developmental agencies trying to develop programs in partnership with local Non-Governmental Organizations (NGOs).
      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:13 GMT
      DOI: 10.1108/CCM-03-2014-0028
       
  • A context-specific model of organizational trust: an examination of
           cognitive and socio-affective trust determinants in unique cultural
           settings
    • Authors: Carvell N McLeary, Paula A Cruise
      First page: 297
      Abstract: Cross Cultural Management: An International Journal, Volume 22, Issue 2, May 2015.
      Purpose Employee trust research has been criticized for restricted theoretical conceptualization, limited contextual application and low replication of measures in organizational studies. This study expanded the theoretical framework underpinning individual-level organizational trust to include cognitive and socio-affective components in order to examine trust determinants in a unique cultural setting. Design/methodology/approach A national survey of 653 employees from six companies in Jamaica completed the perceived organizational support scale, perceived organizational justice scale, employee trust propensity scale and the organizational trust measure (Rawlins 2008) after focus groups revealed the role of socio-cultural values in employee trust relationships. Findings Controlling for common methods variance, confirmatory factor analyses revealed that a model of organizational trust that included a combination of cognitive and socio-affective determinants was more valid in the Jamaican culture than a model comprised of cognitive determinants alone. National social values of justice and respect were significant determinants of employee trust. Results also provide validity evidence for the previously non-replicated Rawlins trust scale, thereby, providing future researchers with a measure that can be readily replicated. Research limitations/implications Employee trust levels influenced participation and consequently restricted the sample size and industry profile of the survey. Cross-cultural trust researchers are therefore encouraged to design studies with similar subject loss projections. Originality/value Strict focus on the collectivistic/individualistic dimension of culture restricts researchers’ ability to measure trust effectively across a range of settings. We therefore propose the uncertainty avoidance dimension as a more valid paradigm to understand inter-cultural differences in trust orientations, particularly in restricted trust domains.
      Citation: Cross Cultural Management: An International Journal
      PubDate: Sat, 21 Mar 2015 00:32:18 GMT
      DOI: 10.1108/CCM-11-2013-0180
       
 
 
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