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Journal articles on the topic 'Cross-cultural management'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

ABDELAZIM, Assem. "CROSS-CULTURAL MANAGEMENT." Human Resource and Leadership Journal 7, no. 1 (2022): 45–55. http://dx.doi.org/10.47941/hrlj.919.

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Purpose: Globalization has made global changes, and a rapid increase of multinational corporations which has resulted in creating more businesses that have more culturally diverse workforce. Cultural diversity affects the performance of an organization and various conflicts can be occurred because of misunderstandings among the culturally diverse workforce. The purpose of this study is therefore to contribute to the current field of cross-cultural management and how cultural diversity is managed. Methodology: The study investigates four chosen cross-cultural aspects to see how issues wit

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2

Assem, ABDELAZIM. "Cross-Cultural Management." Journal of Economics, Finance And Management Studies 5, no. 05 (2022): 1436–41. https://doi.org/10.5281/zenodo.6589490.

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Globalization has made global changes, and a rapid increase of multinational corporations which has resulted in creating more businesses that have more culturally diverse workforce. Cultural diversity affects the performance of an organization and various conflicts can be occurred because of misunderstandings among the culturally diverse workforce. The purpose of this study is therefore to contribute to the current field of cross-cultural management and how cultural diversity is managed. The study investigates four chosen cross-cultural aspects to see how issues within these areas can be minim

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3

ТЕЗИКОВА, Н. В. "CROSS-CULTURAL COMPANY MANAGEMENT." Экономика и предпринимательство, no. 12(161) (January 11, 2024): 1033–40. http://dx.doi.org/10.34925/eip.2023.161.12.202.

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В данной статье рассмотрены основные аспекты управления компаниями с учетом особенностей культуры тех государств, где находится сама компания, а также подробно описана стратегия продвижения производимой продукции. This article discusses the main aspects of company management, taking into account the peculiarities of the culture of those countries where the company itself is located, and also describes in detail the strategy for promoting manufactured products.

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4

Bendixen, Mike, and Bruce Burger. "Cross-Cultural Management Philosophies." Journal of Business Research 42, no. 2 (1998): 107–14. http://dx.doi.org/10.1016/s0148-2963(97)00115-x.

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5

Steers, Richard M., Sheri J. Bischoff, and Laverne Hairston Higgins. "Cross-Cultural Management Research." Journal of Management Inquiry 1, no. 4 (1992): 321–30. http://dx.doi.org/10.1177/105649269214008.

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6

Gerhart, Barry. "Cross Cultural Management Research." International Journal of Cross Cultural Management 8, no. 3 (2008): 259–74. http://dx.doi.org/10.1177/1470595808096669.

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7

Primecz, Henriett, Laurence Romani, and Sonja A. Sackmann. "Cross-Cultural Management Research." International Journal of Cross Cultural Management 9, no. 3 (2009): 267–74. http://dx.doi.org/10.1177/1470595809346603.

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8

Guzley, Ruth M. "Cross-cultural management communication." International Journal of Intercultural Relations 16, no. 4 (1992): 455–60. http://dx.doi.org/10.1016/0147-1767(92)90034-r.

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9

Jackson, Terence. "Is cross-cultural management studies morally mute? Cross-cultural management and ethics." International Journal of Cross Cultural Management 14, no. 3 (2014): 267–69. http://dx.doi.org/10.1177/1470595814560968.

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10

Abuzyarova, Zh. "HUMAN RESOURCE MANAGEMENT: CROSS-CULTURAL MANAGEMENT." POLISH JOURNAL OF SCIENCE, no. 50 (May 17, 2022): 29–31. https://doi.org/10.5281/zenodo.6557437.

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Cross-cultural management is an integral link for successful business development in conditions of widespread globalization. In modern conditions, managers and managers should be ready for international cooperation both inside and outside the business

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11

Serrie, Hendrick. "Teaching Cross-Cultural Management Skills." Journal of Teaching in International Business 3, no. 3 (1992): 75–91. http://dx.doi.org/10.1300/j066v03n03_05.

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12

Dietz, Joerg, Stacey R. Fitzsimmons, Zeynep Aycan, et al. "Cross-cultural management education rebooted." Cross Cultural & Strategic Management 24, no. 1 (2017): 125–51. http://dx.doi.org/10.1108/ccsm-01-2016-0010.

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Purpose Graduates of cross-cultural management (CCM) courses should be capable of both tackling international and cross-cultural situations and creating positive value from the diversity inherent in these situations. Such value creation is challenging because these situations are typically complex due to differences in cultural values, traditions, social practices, and institutions, such as legal rules, coupled with variation in, for example, wealth and civil rights among stakeholders. The paper aims to discuss these issues. Design/methodology/approach The authors argue that a scientific mindf

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13

Fontaine, Rodrigue. "Cross‐cultural management: six perspectives." Cross Cultural Management: An International Journal 14, no. 2 (2007): 125–35. http://dx.doi.org/10.1108/13527600710745732.

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14

Dong, Keyong, and Ying Liu. "Cross‐cultural management in China." Cross Cultural Management: An International Journal 17, no. 3 (2010): 223–43. http://dx.doi.org/10.1108/13527601011068333.

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15

Warner, Malcolm. "Cross-Cultural Management in China." Asia Pacific Business Review 3, no. 2 (1996): 82–83. http://dx.doi.org/10.1080/13602389600000086.

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16

Marshall, Jeremy. "International management: Cross cultural dimensions." Long Range Planning 29, no. 3 (1996): 424–25. http://dx.doi.org/10.1016/0024-6301(96)85312-x.

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17

Richards, David. "Developing Cross-Cultural Management Skills." Management Learning 28, no. 4 (1997): 387–407. http://dx.doi.org/10.1177/1350507697284001.

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18

Tayeb, Reviewed by: M. "Handbook of Cross-Cultural Management." Journal of International Business Studies 34, no. 3 (2003): 310–11. http://dx.doi.org/10.1057/palgrave.jibs.8400020.

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19

Cramer, Tobias. "Cross-Cultural Management in China." East Asian Journal of Business Management 8, no. 1 (2018): 17–22. http://dx.doi.org/10.13106/eajbm.2018.vol8.no1.17.

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20

Tung, Rosalie L., Chris Baumann, and Hamin Hamin. "Cross-cultural management of money." International Journal of Cross Cultural Management 14, no. 1 (2013): 85–104. http://dx.doi.org/10.1177/1470595812470441.

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21

Kaplina, А. "CROSS-CULTURAL MANAGEMENT, A TOOL FOR ORGANIZING THE CROSS-CULTURAL INTERACTION." Agrosvit, no. 21 (November 19, 2020): 49. http://dx.doi.org/10.32702/2306-6792.2020.21.49.

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22

Richter, Nicole Franziska, Sven Hauff, Christopher Schlaegel, Siegfried Gudergan, Christian M. Ringle, and Marjaana Gunkel. "Using Cultural Archetypes in Cross-cultural Management Studies." Journal of International Management 22, no. 1 (2016): 63–83. http://dx.doi.org/10.1016/j.intman.2015.09.001.

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23

Chan Kim, W., and R. A. Mauborgne. "CROSS‐CULTURAL STRATEGIES." Journal of Business Strategy 7, no. 4 (1987): 28–35. http://dx.doi.org/10.1108/eb039173.

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24

Lifintsev, D. S., and J. Canavilhas. "CROSS-CULTURAL MANAGEMENT: OBSTACLES FOR EFFECTIVE COOPERATION IN MULTICULTURAL ENVIRONMENT." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 2(10) (2017): 195–202. http://dx.doi.org/10.25140/2410-9576-2017-2-2(10)-195-202.

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25

Mihaela, Herciu. "A synergistic approach of cross-cultural management and leadership style." JOURNAL OF INTERNATIONAL STUDIES 7, no. 2 (2014): 106–15. http://dx.doi.org/10.14254/2071-8330.2014/7-2/9.

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26

Bobina, Mariya A., and Diana Sabotinova. "Cross-cultural comparisons of Bulgarian management." Academy of Management Proceedings 2016, no. 1 (2016): 10777. http://dx.doi.org/10.5465/ambpp.2016.10777abstract.

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27

Iļjina, Svetlana. "CLASSROOM MANAGEMENT IN CROSS – CULTURAL CONTEXT." SOCIETY, INTEGRATION, EDUCATION. Proceedings of the International Scientific Conference 1 (July 24, 2015): 419. http://dx.doi.org/10.17770/sie2014vol1.779.

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The subject to be discussed in the present article is classroom management in cross-cultural context. The main reason for the choice of this particular choice was determined mostly by the necessity of varying English language teachers’ management skills and teaching techniques in a mixed linguistic classroom. The aim of the research is to explore the ways of improving classroom management skills in a cross-cultural context.

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28

Godwin, Deborah D., and Rosemarie von Schweitzer. "Cross Cultural Approaches to Home Management." Journal of Marriage and the Family 56, no. 4 (1994): 1046. http://dx.doi.org/10.2307/353614.

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29

Montagliani, Amy, and Robert A. Giacalone. "Impression Management and Cross-Cultural Adaption." Journal of Social Psychology 138, no. 5 (1998): 598–608. http://dx.doi.org/10.1080/00224549809600415.

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30

Usunier, Jean-Claude. "International and Cross-cultural Management Research." International Marketing Review 16, no. 3 (1999): 7–8. http://dx.doi.org/10.1108/02651339910371000.

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31

Edmonstone, John. "Cross-cultural management: a transactional approach." Action Learning: Research and Practice 11, no. 3 (2014): 385–88. http://dx.doi.org/10.1080/14767333.2014.967038.

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32

Jemielniak, Dariusz. "Cross-cultural management and digital societies." Journal of Organizational Change Management 29, no. 1 (2016): 108–15. http://dx.doi.org/10.1108/jocm-11-2015-0220.

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Purpose – The purpose of this paper is to see how digital societies’ studies can be inspired by cross-cultural management. Design/methodology/approach – Theory critical analysis and review. Findings – The paper reveals many similarities and analogies, allowing for useful connections between cross-cultural management research, and studying digital societies. Originality/value – By exposing methodological and theoretical links of cross-cultural management field in general, and Magala’s contribution in particular, the following paper helps in better understanding of contemporary research on digit

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33

Vecchi, Alessandra, and Louis Brennan. "Quality management: a cross‐cultural perspective." Cross Cultural Management: An International Journal 16, no. 2 (2009): 149–64. http://dx.doi.org/10.1108/13527600910953900.

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34

Knotts, Rose. "Cross-cultural management: Transformations and adaptations." Business Horizons 32, no. 1 (1989): 29–33. http://dx.doi.org/10.1016/0007-6813(89)90021-9.

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35

Dufort, Molly. "Disability Management in Cross-Cultural Contexts." Practicing Anthropology 14, no. 1 (1992): 14–16. http://dx.doi.org/10.17730/praa.14.1.u18782l4p3428332.

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As a sociolinguistic research assistant in the mid-1980s working among elderly Tohono O'odham (Papago) people on a large reservation in southwestern Arizona, I became acquainted with the grandmother of a child with severe physical disabilities. The child had recently undergone surgery to sever the hamstring muscles in his legs. His grandmother told me that with extensive physical therapy her grandson Michael might eventually walk, making the very difficult operation and the painful and lengthy recovery worthwhile. During the course of the study I saw Michael's grandmother several times. In res

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36

Jackson, Terence. "Cross-cultural management from the South." International Journal of Cross Cultural Management 14, no. 1 (2014): 3–5. http://dx.doi.org/10.1177/1470595814528075.

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37

Doucet, Lorna, Karen A. Jehn, Elizabeth Weldon, Xiangming Chen, and Zhongming Wang. "Cross‐cultural differences in conflict management." International Journal of Conflict Management 20, no. 4 (2009): 355–76. http://dx.doi.org/10.1108/10444060910991066.

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38

Swierczek, Fredric William. "The Praxis of Cross‐cultural Management." Cross Cultural Management: An International Journal 1, no. 1 (1994): 14–19. http://dx.doi.org/10.1108/eb008369.

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39

Welsh, Dianne H. B. "Cross‐cultural Management: A Personal View." Cross Cultural Management: An International Journal 1, no. 2 (1994): 10. http://dx.doi.org/10.1108/eb010150.

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40

Moseley, James L. "Understanding Cross-Cultural Management, 2nd Edition." Performance Improvement 52, no. 1 (2013): 43–45. http://dx.doi.org/10.1002/pfi.21321.

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41

Kandalintsev, Vitaly G. "CHINESE MANAGEMENT STYLE: CROSS-CULTURAL INTEGRATION." Journal of the Institute of Oriental Studies RAS, no. 3 (21) (2022): 112–20. http://dx.doi.org/10.31696/2618-7302-2022-3-112-120.

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Chinese business has been developing successfully despite the difficulties associated with the pandemic. Last but not least, this success is associated with the formation of an effective synthesis of cross-cultural platforms of corporate culture and modern Western management systems in Chinese companies. The article examines the influence of traditional values on the management of modern Chinese enterprises. This influence is characterized as a ‘projection of the provisions of Confucianism, Buddhism and Taoism upon corporate culture. Projections coexist, intertwine and integrate with Western a

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42

Darko, Milosevic. "Cross-Cultural Management and Organizational Performance." International Journal of Business and Management 8, no. 8 (2013): 137–44. https://doi.org/10.6084/m9.figshare.12911579.v1.

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As one of the key ‘stable factors’, culture within an organization is playing a critical role in the organization’s everyday operations. Although the culture literature has at times focused on the culture of an organization as shared basic assumptions (Schein, 1985), or as metaphors within organizations (Morgan, 1986, 1997), it is not sufficient to attempt to understand and measure them. This paper explores organizational culture in general, some definitions and implications of organizational culture are reviewed from different perspectives, and Cliffe’s cultural themes

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43

Spong, Abigail, and Caroline Kamau. "Cross‐cultural impression management: a cultural knowledge audit model." Journal of International Education in Business 5, no. 1 (2012): 22–36. http://dx.doi.org/10.1108/18363261211261737.

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PurposeMany people moving into a new culture for work or study do so without prior cross‐cultural training, yet successful cultural adaptation has important ramifications. The purpose of this paper is to focus on cross‐cultural impression management as an element of cultural adaptation. Does cultural adaptation begin by paying strong attention to nonverbal cues in a host culture? How is that attention converted into knowledge, and how do people use such knowledge management during impression management within the new culture?Design/methodology/approachThe method was qualitative. In total, ten

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44

NIELSEN, CHRISTINE S., and MARTIN J. GANNON. "Preface: Cultural Metaphors, Paradoxes, Cross-Cultural Dimensions." International Studies of Management & Organization 35, no. 4 (2005): 4–7. http://dx.doi.org/10.1080/00208825.2005.11043742.

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45

Huang, Liangwei. "Leadership Enhancement in Cross-Cultural Management - From the Cultural Dimension." Communications in Humanities Research 23, no. 1 (2023): 70–74. http://dx.doi.org/10.54254/2753-7064/23/20230717.

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From the perspective of cultural dimension, this paper discusses the importance of cross-cultural management for business leaders and how to enhance cross-cultural leadership in the context of globalisation. Firstly, it proposes to cultivate cross-cultural awareness and multicultural wisdom so that business leaders can reduce misunderstanding and cultural conflicts and enhance team cohesion. Secondly, establishing effective cross-cultural communication is proposed to promote co-operation, enhance influence and create a positive work environment. In addition, adopting appropriate cross-cultural

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46

Gayazova, Elvira B. "CROSS-CULTURAL MANAGEMENT: THEORETICAL SOURCES AND BASIS." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 10/9, no. 151 (2024): 4–11. https://doi.org/10.36871/ek.up.p.r.2024.10.09.001.

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The article analyzes cross-cultural management and its components. The author considers the problems of cross-cultural management and its application from the theoretical and methodological side. An attempt is made to classify cultural parameters and to form a unified pool of parameters for analyzing cross-cultural problems. Cross-cultural management is an element of the personnel management system, which adapts technologies for effective use in the conditions of diversity of cultures and prevents inter-cultural conflicts. It is divided into three phases: researching problems at transnational

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47

Ten, Y. P. "Risk Management in Cross-Сultural Management". Humanities and Social Sciences. Bulletin of the Financial University 13, № 5 (2023): 84–87. http://dx.doi.org/10.26794/2226-7867-2023-13-5-84-87.

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The purpose of the article is to study the features of the risk management in cross–cultural management. To do this, it is necessary to identify and describe the reasons for the development of cross-cultural management, classify risks and develop recommendations for their management. The methodological basis of the research is the system and process approaches. The author analyzes the concepts of foreign researchers and summarizes the information and analytical materials of foreign consulting agencies. The article starts a discussion whether imposing the monocultural system of norms and values

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48

Kim, Ko-Woon. "Making The Connection: Cross-cultural Management Course and Cultural Intelligence." Korea International Trade Research Institute 16, no. 3 (2020): 1–13. http://dx.doi.org/10.16980/jitc.16.3.202006.1.

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49

Riahi, Rabeb, Foued Hamouda, and Jamel Eddine Henchiri. "Measuring cultural dimensions for cross-cultural management: Corporate governance outlook." Corporate Ownership and Control 17, no. 2 (2020): 157–64. http://dx.doi.org/10.22495/cocv17i2art13.

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The unobservable nature of the national culture is one of the main limits of research studying the impact of values systems’ in management sciences. This is why we aim in this study to identify a measure to three cultural dimensions namely, individualism (IND), masculinity (MASC) and long-term orientation (LTO). Our methodology is based on structural equation modeling (SEM) under LISREL approach, where latent variables are economic and demographic characteristics. Findings for the cross-national study over a period of 7 years including Tunisia, France, and Canada show that ecological indicator

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50

Catana, Alexandru, and Doina Catana. "Romanian Cultural Background and its Relevance for Cross- Cultural Management." Journal of East European Management Studies 4, no. 3 (1999): 252–58. http://dx.doi.org/10.5771/0949-6181-1999-3-252.

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