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Cross-Cultural Management

Edited by Tim G. Andrews, Richard Mead

Routledge – 2009 – 2,392 pages

Series: Critical Perspectives on Business and Management

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    978-0-415-44340-1
    April 28th 2009

Description

Cross-Cultural Management is a new five-volume collection in the Routledge Major Works series, Critical Perspectives on Business and Management. It meets the need for an authoritative, up-to-date, and comprehensive reference work synthesizing the increasingly diverse cross-cultural management literature. Indeed, the sheer scale of the growth in related research output—and the breadth of the field—makes this collection especially timely and welcome. Cross-Cultural Management provides the most comprehensive collection of classic and contemporary contributions on the subject to date. It facilitates ready access to the most influential and important works across the field, combining the theory and application in the process to encourage a broader appreciation of the discipline and the mutual influences within it.

Volume I is dedicated to the conceptual antecedents of cross-cultural management, covering all the major approaches and frameworks along with several noted critiques. Volumes II, III, and IVexamine how national culture influences management practice; material assembled here includes essential contributions on adaptation and assimilation, communication, negotiation, and cross-national teams. Volume V, meanwhile, gathers the best work on methodological considerations.

Each volume comprises foundational, cutting-edge, and less accessible research carefully selected and collated by the editors, two leading scholars in the field, as well as newly written introductions. The introductions are designed not just to place the collected material in its historical and intellectual context, but also to explain the relationships between the gathered works and to identify additional and promising areas of research. Together, the five volumes provide an essential one-stop resource for academics, students, policymakers, and practitioners seeking to understand a critical aspect of contemporary business management within an increasingly global economy.

Contents

Volume I: THEORETICAL FOUNDATIONS, CRITIQUES, and DEVELOPMENTS

Editors’ Introduction

Part 1. Overviews

1. Nakiye A. Boyacigiller et al., ‘Conceptualizing Culture: Elucidating the Streams of Research in International Cross-Cultural Management’, in Betty Jane Punnett and Oded Shenkar (eds.), Handbook for International Management Research (University of Michigan Press, 2003), pp. 99–167.

2. Hamid Yeganeh and Zhan Su, ‘Conceptual Foundations of Cultural Management Research’, International Journal of Cross Cultural Management, 6, 3, 2006, 361–76.

Part 2. Models

3. Florence R. Kluckhohn and Fred L. Strodtbeck, Variations in Value Orientations (Peterson and Company, 1961). pp. 1–48.

4. Edward T. Hall, Beyond Culture (Anchor Books, 1976), pp. 85–103.

5. Geert Hofstede, ‘The Cultural Relativity of Organizational Practices and Theories’, Journal of International Business Studies, Fall 1983, 75–89.

6. Geert Hofstede and Michael H. Bond, ‘The Confucius Connection: From Cultural Roots to Economic Growth’, Organizational Dynamics, 16, 4, 1988, 5–21.

7. Fons Trompenaars and Charles Hampden-Turner, Riding the Wave of Culture: Understanding Cultural Diversity in Global Business (McGraw-Hill, 1997), pp. 1–10.

8. Harry C. Triandis et al., ‘Individualism and Collectivism: Cross-Cultural Perspectives on Self-Ingroup Relationships’, Journal of Personality and Social Psychology, 54, 2, 1988, 323–38.

9. Shalom H. Schwartz, ‘Are There Universal Aspects of the Structure and Contents of Human Values?’, Journal of Social Issues, 50, 4, 1994, 19–45.

10. Tomasz Lenartowicz and Kendall Roth, ‘A Framework for Culture Assessment’, Journal of International Business Studies, 30, 4, 1999, 781–99.

11. Mark F. Peterson, ‘Culture, Leadership and Organizations: The GLOBE Study of 62 Societies. Book Review’, Administrative Science Quarterly, 49, 4, 2004, 641–7.

Part 3. Critiques and Developments

12. Brendan McSweeney, ‘Hofstede’s Model of National Cultural Differences and their Consequences: A Triumph of Faith—A Failure of Analysis’, Human Relations, 55, 1, 2002, 89–118.

13. Oded Shenkar, ‘Cultural Distance Revisited: Towards a More Rigorous Conceptualization and Measurement of Cultural Differences’, Journal of International Business Studies, 32, 3, 2001, 519–35.

14. Dharm P. S. Bhawuk, ‘Evolution of Culture Assimilators: Toward Theory-Based Assimilators’, International Journal of Intercultural Relations, 25, 2, 2001, 141–63.

15. Tony Fang, ‘From "Onion" to "Ocean": Paradox and Change in National Cultures’, International Studies of Management and Organization, 35, 4, 2006, 71–90.

16. Martin J. Gannon and P. G. Audia, ‘The Cultural Metaphor: A Grounded Method for Analyzing National Cultures’, in P. C. Earley and H. Singh (eds.), Innovations in International and Cross-Cultural Management (Sage, 2000), pp. 91–106.

17. Sidney Lowe, ‘The Cultural Shadows of Cross Cultural Research: Images of Culture’, Culture and Organization, 8, 1, 2002, 21–34.

18. Anne-Marie Soderberg and Nigel Holden, ‘Rethinking Cross Cultural Management in a Globalizing Business World’, International Journal of Cross Cultural Management, 2, 1, 2002, 103–21.

Volume II: THE IMPACT OF CULTURE 1

Editors’ Introduction

Part 4. Values, Ethics, and Justice

19. David A. Ralston et al., ‘The Impact of National Culture and Economic Ideology on Managerial Work Values: A Study of the United States, Russia, Japan and China’, Journal of International Business Studies, 28, 1, 1997, 177–207.

20. Peter B. Smith, M. F. Peterson, and Shalom H. Schwartz, ‘Cultural Values, Source of Guidance and Their Relevance to Managerial Behaviour: A 47-Nation Study’, Journal of Cross Cultural Psychology, 33, 2, 2002, 188–208.

21. Srilata Zaheer and Akbar Zaheer, ‘Trust Across Borders’, Journal of International Business Studies, 37, 1, 2006, 21–9.

22. Terence Jackson, ‘Cultural Values and Management Ethics: A 10-Nation Study’, Human Relations, 54, 10, 2001, 1267–302.

23. Naresh Khatri, Eric W. K. Tsang, and Thomas M. Begley, ‘Cronyism: A Cross-Cultural Analysis’, Journal of International Business Studies, 37, 1, 2006, 61–75.

24. K. Leung, S. K. Su, and M. Morris, ‘Justice in the Culturally-Diverse Workplace: The Problems of Over and Under Emphasis of Culture’, in S. Gilliland, D. Steiner, and D. Skarlicki (eds.), Theoretical and Cultural Perspectives on Organizational Justice (Information Age Publishing, 2001), pp. 161–85.

25. J. K. Giacobbe-Miller et al., ‘Country- and Organization-Level Adaptation to Foreign Workplace Ideologies: A Comparative Study of Distributive Justice Values in China, Russia and the United States’, Journal of International Business Studies, 34, 4, 2003, 389–406.

26. John B. Cullen, K. Praveen Parboteeah, and Martin Hoegl, ‘Cross-National Differences in Managers’ Willingness to Justify Ethically Suspect Behaviours: A Test of Institutional Anomie Theory’, Academy of Management Journal, 47, 3, 2004, 411–21.

Part 5. Well-being, Stress, and Motivation

27. Paul E. Spector et al., ‘A Cross-National Comparative Study of Work-Family Stressors, Working Hours and Well-Being: China and Latin America Versus the Anglo World’, Personnel Psychology, 57, 1, 2004, 119–42.

28. John Schaubroek, Simon S. K. Lam, and Jia Lin Xie, ‘Collective Efficacy Versus Self Efficacy in Coping Responses to Stressors and Control: A Cross Cultural Study’, Journal of Applied Psychology, 85, 4, 2000, 512–25.

29. David C. Thomas and Kevin Au, ‘The Effect of Cultural Differences on Behavioural Responses to Low Job Satisfaction’, Journal of International Business Studies, 33, 2, 2002, 309–26.

30. S. E. DeVoe and S. S. Iyengar, ‘Managers’ Theories of Subordinates: A Cross-Cultural Examination of Manager Perceptions of Motivation and Appraisal of Performance’, Organizational Behaviour and Human Decision Processes, 93, 1, 2004, 47–61.

31. Michael K. Hui, Kevin Au, and Henry Fock, ‘Empowerment Effects Across Cultures’, Journal of International Business Studies, 35, 1, 2004, 46–60.

Part 6. Communication Behaviour

32. Jeffrey Sanchez-Burks et al., ‘Conversing Across Cultures: East-West Communication Styles in Work and Non-Work Contexts’, Journal of Personality and Social Psychology, 85, 2, 2003, 363–72.

33. Yunxia Zhu, Pieter Nel, and Ravi Bhat, ‘A Cross-Cultural Study of Communication Strategies for Building Business Relationships’, International Journal of Cross Cultural Management, 6, 3, 2006, 319–41.

34. Wendi L. Adair and Jeanne M. Brett, ‘The Negotiation Dance: Time, Culture and Behavioral Sequences in Negotiation’, Organization Science, 16, 1, 2005, 33–51.

35. Hayat Kabasakal, Gulden Asugman, and Kazim Develioglu, ‘The Role of Employee Preferences and Organisational Culture in Explaining E-commerce Orientations’, International Journal of Human Resource Management, 17, 3, 2006, 464–83.

36. Rabi S. Bhagat et al., ‘Cultural Variations in the Cross-Border Transfer of Organizational Knowledge: An Integrative Framework’, Academy of Management Review, 27, 2, 2002, 204–21.

37. Mary F. Sully de Luque and Steven M. Sommer, ‘The Impact of Culture on Feedback-Seeking Behaviour: An Integrated Model and Propositions’, Academy of Management Review, 25, 4, 2000, 829–49.

Volume III: THE IMPACT OF CULTURE 2

Part 7. Teamwork

38. Cristina B. Gibson and M. Zellmer-Bruhn, ‘Metaphor and Meaning: An Intercultural Analysis of the Concept of Teamwork’, Administrative Science Quarterly, 46, 2001, 274–303.

39. Graeme L. Harrison et al., ‘Cultural Influences on Adaptation to Fluid Workgroups and Teams’, Journal of International Business Studies, 31, 3, 2000, 489–505.

40. Bradley L. Kirkman and Debra L. Shapiro, ‘The Impact of Team Members’ Cultural Values on Productivity, Cooperation, and Empowerment in Self-managing Work Teams’, Journal of Cross-Cultural Psychology, 32, 5, 2001, 597–617.

41. Xiao-Ping Chen and Shu Li, ‘Cross-National Differences in Cooperative Decision-Making in Mixed-Motive Business Contexts: The Mediating Effect of Vertical and Horizontal Individualism’, Journal of International Business Studies, 36, 6, 2005, 622–36.

Part 8. Leadership and Influence

42. Marcus W. Dickson, Deanne N. Den Hartog, and Jacqueline K. Mitchelson, ‘Research on Leadership in a Cross-Cultural Context: Making Progress and Raising New Questions’, The Leadership Quarterly, 14, 2003, 729–68.

43. Detelin S. Elenkov and Ivan M. Manev, ‘Top Management Leadership and Influence on Innovation: The Role of Socio-Cultural Context’, Journal of Management, 31, 2005, 381–402.

44. Ping Ping Fu et al., ‘The Impact of Societal Cultural Values and Individual Social Beliefs on the Perceived Effectiveness of Managerial Influence Strategies: A Meso Approach’, Journal of International Business Studies, 35, 4, 2004, 284–305.

Part 9. Entrepreneurship

45. Anisya S. Thomas and Stephen L. Mueller, ‘A Case for Comparative Entrepreneurship: Assessing the Relevance of Culture’, Journal of International Business Studies, 31, 2, 2000, 287–301.

46. Thomas M. Begley and Wee-Liang Tan, ‘The Socio-Cultural Environment for Entrepreneurship: A Comparison Between East Asian and Anglo-Saxon Countries’, Journal of International Business Studies, 32, 3, 2001, 537–53.

47. H. Kevin Steensma, Louis Marino, and Pat H. Dickson, ‘The Influence of National Culture on the Formation of Technology Alliances by Entrepreneurial Firms’, Academy of Management Journal, 43, 5, 2000, 951–73.

Part 10. Structure, Systems, Strategy, and Change

48. Andy C. W. Chui, Alison E. Lloyd, and Chuck C. Y. Kwok, ‘The Determination of Capital Structure: Is National Culture a Missing Piece to the Puzzle?’, Journal of International Business Studies, 33, 1, 2002, 99–127.

49. Chuck C. Y. Kwok and Solomon Tadesse, ‘National Culture and Financial Systems’, Journal of International Business Studies, 37, 2, 2006, 227–47.

50. Bruce Kogut and Harbir Singh, ‘The Effect of National Culture on the Choice of Entry Mode’, Journal of International Business Studies, 19, 3, 1988, 411–32.

51. Marta A. Geletkanycz, ‘The Salience of "Culture’s Consequences": The Effects of Cultural Values on Top Executive Commitment to the Status Quo’, Strategic Management Journal, 18, 8, 1997, 615–34.

52. Sara L. McGaughey and Helen De Cieri, ‘Reassessment of Convergence and Divergence Dynamics: Implications for International HRM’, The International Journal of Human Resource Management, 10, 2, 1999, 235–50.

53. Tim G. Andrews and Nartnalin Chompsuri, ‘Lessons in "Cross-vergence"; Restructuring the Thai Subsidiary Corporation’, Journal of International Business Studies, 32, 1, 2001, 77–93.

VOLUME IV: MANAGING CULTURAL DIFFERENCES

Editors’ Introduction

Part 11. Intelligence and Competence

54. James P. Johnson, ‘Cross-Cultural Competence in International Business: Toward a Definition and a Model’, Journal of International Business Studies, 37, 4, 2006, 525–43.

55. Lily A. Arasaratnam and Marya L. Doerfel, ‘Intercultural Communication Competence: Identifying Key Components from Multicultural Perspectives’, International Journal of Intercultural Relations, 29, 2005, 137–63.

56. P. C. Earley, ‘Redefining Interactions Across Cultures and Organizations: Moving Forward with Cultural Intelligence’, in B. M. Staw and R. M. Kramer (eds.), Research in Organizational Behavior, Vol. 24 (JAI Press, 2002), pp. 271–99.

57. Daphne A. Jameson, ‘Reconceptualizing Cultural Identity and its Role in Intercultural Business Communication’, Journal of Business Communication, 44, 3, 2007, 199–235.

58. Sharon Leiba-O’Sullivan, ‘The Distinction Between Stable and Dynamic Cross-Cultural Competencies: Implications for Expatriate Adaptability’, Journal of International Business Studies, 30, 4, 1999, 709–25.

59. Andrew Molinsky, ‘Cross-Cultural Code-Switching: The Psychological Challenges of Adapting Behavior in Foreign Cultural Interactions’, Academy of Management Review, 32, 2, 2007, 622–40.

Part 12. Adaptation and Assimilation

60. J. Stewart Black, Mark Mendenhall, and Gary Oddou, ‘Toward a Comprehensive Model of International Adjustment: An Integration of Multiple Theoretical Perspectives’, Academy of Management Review, 16, 2, 1991, 291–317.

61. Sunkyu Jun, James W. Gentry, and Yong J. Hyun, ‘Cultural Adaptation of Business Expatriates in the Host Marketplace’, Journal of International Business Studies, 32, 2, 2001, 369–77.

62. Annelies E. M. van Vianen et al., ‘Fitting In: Surface- and Deep-Level Cultural Differences and Expatriates’ Adjustment’, Academy of Management Journal, 47, 5, 2004, 697–709.

63. Anne Bartel-Radic, ‘Intercultural Learning in Global Teams’, Management International Review, 46, 6, 2006, 647–77.

64. Richard Evanoff, ‘Integration in Intercultural Ethics’, International Journal of Intercultural Relations, 30, 4, 2006, 421–37.

Part 13. Interaction and Conflict

65. Gerhard Fink, Anne-Katrin Neyer, and Marcus Kolling, ‘Understanding Cross-Cultural Management Interaction’, International Studies of Management and Organization, 36, 4, 2007, 38–60.

66. Stella Ting-Toomey and Atsuko Kurogi, ‘Facework Competence in Intercultural Conflict: An Updated Face-Negotiation Theory’, International Journal of Intercultural Relations, 22, 2, 1998, 187–225.

67. Ken-Ichi Ohbuchi, Osamu Kukushima, and James T. Tedeschi, ‘Cultural Values in Conflict Management: Goal Orientation, Goal Attainment and Tactical Decision’, Journal of Cross-Cultural Psychology, 30, 1, 1999, 51–71.

68. Mary Ann Von Glinow, Debra L. Shapiro, and Jeanne M. Brett, ‘Can We Talk and Should We? Managing Emotional Conflict in Multi-Cultural Teams’, Academy of Management Review, 29, 4, 2004, 578–92.

Volume V: METHODOLOGICAL CONSIDERATIONS

Editors’ Introduction

Part 14. Overviews

69. Bryan S. Schaffer and Christine M. Riordan, ‘A Review of Cross-Cultural Methodologies for Organizational Research: A Best-Practices Approach’, Organizational Research Methods, 6, 2, 2003, 169–215.

70. Fons J. R. van de Vijver and Kwok Leung, ‘Methodological Issues in Psychological Research on Culture’, Journal of Cross-Cultural Psychology, 31, 1, 2000, 33–55.

71. Bruce W. Stening and Marina Y. Zhang, ‘Methodological Challenges Confronted when Conducting Management Research in China’, International Journal of Cross Cultural Management, 7, 1, 2007, 121–42.

Part 15. Design and Pre-collection

72. Michael W. Morris et al., ‘Views from Inside and Outside: Integrating Emic and Etic Insights About Culture and Justice Judgement’, Academy of Management Review, 24, 4, 1999, 781–96.

73. G. T. Chao, ‘Multilevel Issues and Culture: An Integrative View’, in K. J. Klein and S. W. J. Kozlowski (eds.), Multilevel Theory, Research and Methods in Organizations: Foundations, Extensions and New Directions (Jossey-Bass, 2000), pp. 308–46.

74. Leila Hurmerinta-Peltomaki and Niina Nummela, ‘Mixed Methods in International Business Research: A Value-Added Perspective’, Management International Review, 46, 4, 2006, 439–59.

75. Bruce W. Stening and Daniel W. Skubik, ‘Do International Management Researchers Need a Code of Ethics?’, Management International Review, 47, 1, 2007, 103–26.

Part 16. Contextual Alignment

76. Tomasz Lenartowicz and Kendall Roth, ‘The Selection of Key Informants in IB Cross-Cultural Studies’, Management International Review, 44, 1, 2004, 23–51.

77. Mark Easterby-Smith and Danusia Malina, ‘Cross-Cultural Collaborative Research: Towards Reflexivity’, Academy of Management Journal, 42, 1, 1999, 76–86.

78. Catherine Welch and Rebecca Piekarri, ‘Crossing Language Boundaries: Qualitative Interviewing in International Business’, Management International Review, 46, 4, 2006, 417–37.

Part 17. Validation

79. J. N. Butcher and K. Han, ‘Measures of Establishing Cross-Cultural Equivalence’, in J. N. Butcher (ed.), International Adaptations of the MMPI-2: Research and Clinical Applications (University of Minnesota Press, 1996), pp. 44–63.

80. R. W. Brislin, ‘The Wording and Translation of Research Instruments’, in W. J. Lonner and J. W. Berry (eds.), Field Methods in Cross-Cultural Research (Sage, 1986), pp. 137–64.

81. Sumru Erkut et al., ‘The Dual Focus Approach to Creating Bilingual Measures’, Journal of Cross-Cultural Psychology, 30, 2, 1999, 206–18.

82. Anne-Wil Harzing, ‘Response Styles in Cross-National Survey Research: A 26-Country Study’, International Journal of Cross Cultural Management, 6, 2, 2006, 243–66.

Endnote

83. Stephen J. Mezias, Ya-Ru Chen, and Patrice Murphy, ‘Toto, I Don’t Think We’re in Kansas Anymore’, Journal of Management Inquiry, 8, 3, 1999, 323–35.

Name: Cross-Cultural Management (Hardback)Routledge 
Description: Edited by Tim G. Andrews, Richard Mead. Cross-Cultural Management is a new five-volume collection in the Routledge Major Works series, Critical Perspectives on Business and Management. It meets the need for an authoritative, up-to-date, and comprehensive reference work synthesizing the...
Categories: Human Resource Management, International Business, Organizational Studies, General Reference