JournalTOCs

International Journal of Cross Cultural Management
Journal Prestige (SJR): 0.318

Citation Impact (citeScore): 1
Number of Followers: 7

Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1470-5958 - ISSN (Online) 1741-2838
Published by Sage Publications

[1174 journals]

Engaging with contemporary issues: Should we study war'
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  Authors: Terence Jackson
  Pages: 3 - 6
  Abstract: International Journal of Cross Cultural Management, Volume 22, Issue 1, Page 3-6, April 2022.
  
  Citation: International Journal of Cross Cultural Management
  PubDate: 2022-04-15T04:39:21Z
  DOI: 10.1177/14705958221091603
  Issue No: Vol. 22, No. 1 (2022)
The Criterion Problem in Cross-Cultural Performance Research
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  Authors: Harrison J Kell
  Abstract: International Journal of Cross Cultural Management, Ahead of Print.
  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.
  Citation: International Journal of Cross Cultural Management
  PubDate: 2022-05-18T06:57:05Z
  DOI: 10.1177/14705958221100669
Linking “multi-dimensions” of relational governance and opportunism in
a collectivist culture
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  Authors: Somnoma Edouard Kaboré, Seydou Sané
  Abstract: International Journal of Cross Cultural Management, Ahead of Print.
  Transaction costs between actors in projects funded by multilateral institutions are high. And according to the theory of transaction costs, this could be explained by the omnipresence of opportunism. At the same time, these projects, like non-international projects, are exposed to high risk and socio-political complexity, including cultural complexity: local lifestyles, institutions, politics, laws and regulations, customs, practices, norms, languages, time zones, holidays, processes, contracts, conflicts and resources. It may then be difficult to exclude that the reduction of these costs may depend in particular on trust and relational norms in a collectivist culture. This research therefore aims to explore the influence of relational norms and trust on opportunism and to examine collectivist culture as antecedent to these dimensions of relational governance. The study is based on primary data collected by questionnaire from 76 international development project coordinators in Burkina Faso (West Africa). The structural equation method based on the partial least squares approach was used to test our hypotheses. Our results show that of the two dimensions of relational governance, trust is the one that has a negative and significant influence on opportunism. Furthermore, it appears that collectivist culture has a negative indirect effect on opportunism through trust. Our results make an interesting contribution by showing that using the aggregated form of relational governance rather than specific dimensions provides an imperfect and over-simplified picture of reality.
  Citation: International Journal of Cross Cultural Management
  PubDate: 2022-05-11T10:21:09Z
  DOI: 10.1177/14705958221097083
Faceless power and voiceless resistance: How a Chinese context challenges
a western theory of power
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  Authors: Xiaoyan Liang, Jeremy St John
  Abstract: International Journal of Cross Cultural Management, Ahead of Print.
  This article examines the applicability to the Chinese context of a western power typology by Fleming and Spicer. In particular, we extend this power framework to exploring the relationship between language policies and organizational power. Drawing from 30 interviews in addition to 6-months of participant observation in a multinational corporation’s subsidiary in China, we question the separability of the different faces of power, and observe the absence of certain corresponding forms of resistance – most notably that of voice. We found Fleming and Spicer’s faces of power to prioritize individualistic and active as opposed to more collectivist and passive dynamics, potentially indicating cultural bias. Drawing on defaced account of the structures of power, we highlight the absence of an adequate emphasis on sociocultural and historical context in power discourse and expand the traditional conceptualization of power to a more multifactorial understanding of the interaction between faced and defaced structures of power as influenced by the historical, economic, socio-cultural and organizational reality of our lived experiences.
  Citation: International Journal of Cross Cultural Management
  PubDate: 2022-04-27T12:43:18Z
  DOI: 10.1177/14705958221093483
Managing diverse workforce: How to safeguard skilled migrants’
self-efficacy and commitment
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  Authors: Leila Afshari
  Abstract: International Journal of Cross Cultural Management, Ahead of Print.
  This study aims to uncover the organizational and contextual factors undermining skilled migrants’ professional development and their contributions to host economies. Drawing from the Conservation of Resources Theory, this research developed an integrated model to investigate the effects of most prevalent internal and external factors of burnout and limited career alternatives on skilled migrants’ organizational commitment. The model incorporates mediating roles of professional self-efficacy and career turnover intention to demonstrate how depletion of resources through burnout leads to further resource losses by negatively impacting employees' intentions about their career continuity and professional self-efficacy and, ultimately, undermines their organizational commitment. This research provides managers of cross-cultural workplaces with insights into the critical role of supportive resources in leveraging the untapped intellectual capital brought to host organizations by skilled migrants. This study suggests that the availability of career options can maximize skilled migrants’ contributions to organizations.
  Citation: International Journal of Cross Cultural Management
  PubDate: 2022-04-26T05:20:33Z
  DOI: 10.1177/14705958221096526
An emic-etic-emic research cycle for understanding context in
under-researched countries
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  Authors: Bella L Galperin, Betty Jane Punnett, David Ford, Terri R Lituchy
  First page: 7
  Abstract: International Journal of Cross Cultural Management, Ahead of Print.
  Given the importance of understanding the context of management issues in the world, this article discusses the role of both emic (developing culture-specific concepts) and etic (applying concepts across cultures) research in the international management literature. This paper proposes a more comprehensive mixed methods research cycle that can provide researchers with a deeper understanding of the context in under-researched countries. Using a decolonial lens, this theoretical paper proposes that an emic-etic-emic cycle is the best way to disaggregate contextual issues in organizational research, particularly when dealing with human issues in management. By examining a research project on leadership in Africa and the African diaspora from decolonial perspective, our proposed emic-etic-emic cycle (1) stresses the importance of using an emic approach in addition to the dominant etic approach in cross-cultural management; (2) provides researchers with a deeper understanding of context in under-researched countries; and (3) contributes to decolonial approaches to management, which call for a symmetrical dialogue across borders which decentralizes the dominant Western approach, and provides a deeper understanding of management from an indigenous and local perspective. Contextualizing research using the emic-etic-emic cycle can enhance rigor and relevance of the research.
  Citation: International Journal of Cross Cultural Management
  PubDate: 2022-03-08T06:57:30Z
  DOI: 10.1177/14705958221075534
Acquisition versus greenfield in Colombia: Reviewing the effect of
cultural distance and vicarious experience
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  Authors: Mario Martínez-Avella, Ángela Alarcón-León, Giovanni Hernández-Salazar
  First page: 37
  Abstract: International Journal of Cross Cultural Management, Ahead of Print.
  The relation between the cultural distance and the firm’s entry modes to foreign countries has received considerable research attention, and studies have shown the role of experience in this relation. However, previous research has only studied direct experience and neglected the study of vicarious experience. Using a sample of 355 foreign companies that entered Colombia (2007–2017), this research reviews the effect of cultural distance on entry mode choice (e.g., Acquisition vs. Greenfield) and examines the moderating role of vicarious experience in this relationship. The study concludes that the cultural distance positively affects the entry probability by acquisition, and the vicarious experience negatively affects this relationship in four cultural dimensions. If firms have vicarious experience, the effect of cultural distance on the acquisition probability is less and positively influences the entry probability by Greenfield when the cultural distance is in power distance, uncertainty avoidance, individualism, and long-term orientation. Nevertheless, vicarious experience has the opposite effect when considering the masculinity dimension. Consequently, we highlight the importance of considering vicarious experience as a different variable of direct experience and the individual effects of cultural distance dimensions for cross-cultural studies in management.
  Citation: International Journal of Cross Cultural Management
  PubDate: 2022-01-03T12:22:44Z
  DOI: 10.1177/14705958211064435
Effects of leadership on performance: A cross-cultural meta-analysis
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  Authors: Gülsüm Sertel, Engin Karadag, Hatice Ergin-Kocatürk
  First page: 59
  Abstract: International Journal of Cross Cultural Management, Ahead of Print.
  We investigated the correlation between leadership types and performance in different national cultural contexts and across sectors through a meta-analysis of 79 studies published between 1995 and 2020 using a random effects model. Although the analysis indicated that the type of leadership has only a medium-level effect on performance, our moderator analysis of the national culture variable found that the effect of leadership on performance was significantly higher in vertical-collectivist cultures, in healthcare and production and for the democratic leadership type. Our results also indicated a relationship between performance types and the effect of leadership on performance. As such our analysis contributes to our understanding of the relationship between leadership and performance in different national contexts and across sectors, in that national culture is an important moderator in the relationship between leadership and performance. Although only focusing on quantitative correlation studies, our work paves the way for more detailed qualitative research that can further focus on the nature of leadership and its relationship to performance in different cultural settings.
  Citation: International Journal of Cross Cultural Management
  PubDate: 2022-03-28T07:29:14Z
  DOI: 10.1177/14705958221076404
Paternalistic leadership, employee creativity, and retention: The role of
psychological empowerment
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  Authors: Samuel Gyamerah, Zheng He, Dennis Asante, Enock Mintah Ampaw, Emmanuel Etto Doudu Gyamerah
  First page: 83
  Abstract: International Journal of Cross Cultural Management, Ahead of Print.
  Drawing upon the cognitive evaluation theory, this study examined the relationship among the three dimensions of paternalistic leadership, namely, authoritarianism, benevolence, and morality on both employee creativity and intention to stay. Data from 344 subordinates and 132 leaders/supervisors were collected from 32 SMEs in the manufacturing industry of Ghana. The findings of the study revealed that while authoritarian leadership has a negative relationship with creativity, benevolent leadership impacts positively on both creativity and intention to stay. No significant relationship was recorded between moral leadership and creativity, as well as authoritarian leadership and intention to stay. Moreover, psychological empowerment was found to mediate the relationship among benevolent leadership, creativity, and intention to stay, as well as between moral leadership and intention to stay. The study provides a fresh practical and theoretical perspective on the underlying mechanism pertaining to the relationship among paternalistic leadership, creativity, and intention to stay.
  Citation: International Journal of Cross Cultural Management
  PubDate: 2022-03-25T08:46:46Z
  DOI: 10.1177/14705958221081636
New in town, already settled in: Assessing the behavioural and
experiential indicators that lead to acculturative advantages
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  Authors: Qin Han
  First page: 105
  Abstract: International Journal of Cross Cultural Management, Ahead of Print.
  We supplement extant literature on acculturation by introducing a new construct – individual acculturation action profile (IAAP) – consisting of a configuration of behavioural and experiential indicators that reflect an individual’s previous and current contact with and participation in other cultures. We operationalise each IAAP indicator individually, and the IAAP construct as an aggregated index (IAAPi), by assigning different weights to each construct indicator based on the magnitude of its theorised influence. We distinguish the antecedents of IAAP at multiple levels. Whilst contextual factors are likely to enhance or hinder people’s participation in other cultures, we propose a taxonomy that addresses the dynamism between context and individual initiative. This article thereby expands literature on acculturation, offering notable implications for advantageous acculturative processes and outcomes. The proposed operationalisation of the IAAP construct at the acculturation–organisation nexus can be applied to study many walks of society and outcomes at multiple levels.
  Citation: International Journal of Cross Cultural Management
  PubDate: 2022-03-29T11:06:07Z
  DOI: 10.1177/14705958221081631
Influence of individualism and collectivism on talent management practices
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  Authors: Dergam Etoom
  First page: 137
  Abstract: International Journal of Cross Cultural Management, Ahead of Print.
  As the world becomes more globalized, it is increasingly necessary to be aware of the limitations of a universalistic approach to talent management. Talent management practices are considered to be among the three most important topics explored in talent management literature. However, there is a dearth of studies investigating the influence of national culture on talent management practices. The current article seeks to make a conceptual contribution to talent management practice literature through reviewing previous talent management practices, individualist, and collectivist literature then synthesizes the literature to provide a framework for examining the different talent management practices in individualistic and collectivistic societies. Talent management practices originated in Anglo-Saxon countries and align with their individualistic culture, which leads to the question of whether these practices can be implemented effectively in collectivistic societies. This study attempts to answer this question by exploring talent management practices in individualist and collectivist cultures and providing a framework for effective talent management practices in both. This research opens the door for more research to explore the gaps between what happens in talent management practices and what should happen according to talent management practices theory.
  Citation: International Journal of Cross Cultural Management
  PubDate: 2022-04-04T08:03:15Z
  DOI: 10.1177/14705958221089500
Toward a more in-depth measurement of cultural distance: A re-evaluation
of the underlying assumptions
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  Authors: Henrique Correa da Cunha, Carlyle Farrell, Svante Andersson, Mohamed Amal, Dinora E Floriani
  First page: 157
  Abstract: International Journal of Cross Cultural Management, Ahead of Print.
  Some 20 years ago, Shenkar (2001) criticized several of the underlying assumptions of the cultural distance (CD) construct. Despite this, researchers continue to use the same metric which fails to address many of the underlying problems. As a result, CD studies seem to generate results which are often contradictory. Rather than rejecting the distance metaphor, the main objective of this study is to provide a more in-depth measure of CD that addresses the assumptions of linearity, symmetry, equivalence, and discordance. We propose that, while the size of the cultural distance between home and host countries may be relevant for some dimensions, it is incomplete, as it does not account for the distinct characteristics of the cultural dimensions, the direction toward countries with different profiles and the contextual settings of the study. We test our hypotheses on a sample from the Orbis database consisting of foreign subsidiary firms from Latin America, other emerging markets from outside the region, and from developed countries operating in 10 of the largest economies in Latin America. Our dataset includes 4226 firm-year observations and a combination of 168 home and host countries. Latin America provides a suitable context for this study, not only because of the diversity of firms from different contexts operating in the region, but also because the region allows us to investigate the influence of home country history and tradition on firms’ ability to conduct business in different cultural contexts. Our assessment of CD shows in a precise manner that size together with direction might be adequate for describing the effects of some dimensions of CD on firm performance, while for other dimensions, it is clearly a matter of country profile. By combining our metric with different national culture frameworks, future studies would be able to complement and strengthen our findings and conclusions.
  Citation: International Journal of Cross Cultural Management
  PubDate: 2022-03-24T04:19:07Z
  DOI: 10.1177/14705958221089192
Relationship between cultural intelligence and learning organization
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  Authors: Namita Mangla, Kavita Singh
  First page: 189
  Abstract: International Journal of Cross Cultural Management, Ahead of Print.
  Human capital is one of the critical resources for organizations around the world, and it requires significant learning and development (L&D) investments as a structured approach to become a learning organization. The study evaluates the relationship between cultural intelligence and learning organization by analyzing 364 responses received from employees-working across Indian organizations from varied sectors. The dimensions used for measuring learning organization in the study are – information sharing and accessibility, systematic problem solving, acceptance of error and experimenting with new approaches. Results demonstrate a significant positive relationship between learning organization and its four dimensions and cultural intelligence. The findings have implications for organizations to inculcate learning organization disciplines for improved cultural intelligence while also bridging the gap in the existing literature.
  Citation: International Journal of Cross Cultural Management
  PubDate: 2022-03-25T04:04:12Z
  DOI: 10.1177/14705958221089275