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Elgar Encyclopedia of Cross-Cultural Management
This Encyclopedia presents a wide range of concepts across key themes in the dynamic field of cross-cultural management, including cultural awareness, identity, and diversity. Written by eminent scholars from across the globe, entries include summaries, commentaries, and new perspectives on both theory and research.
More Information
Critical Acclaim
Contents
More Information
This Encyclopedia presents a wide range of concepts across key themes in the dynamic field of cross-cultural management, including cultural awareness, identity, and diversity. Written by eminent scholars from across the globe, entries include summaries, commentaries, and new perspectives on both theory and research.
Focusing on the history, continued innovation, and future significance of each topic, contributors provide insights into original frameworks and ideas, exploring new directions for research. With critical perspectives on culture at the forefront, entries cover issues including intercultural and international management, unconscious bias, cosmopolitanism, cultural intelligence, global careers, and intersectionality.
The Elgar Encyclopedia of Cross-Cultural Management is a thought-provoking resource for students, academics, and researchers in international business and management, international human resource management, diversity and management, organizational behavior, cross-cultural psychology, sociology, and education. Practitioners will also find great value in its practical cross-cultural toolkit.
Key Features:
● Over 70 entries written by pioneering experts
● Employs a variety of paradigms in the examination of culture and management
● Incorporates interdisciplinary angles and connects different approaches and theories
● Develops new perspectives on cross-cultural management and updated conceptualizations of traditional models
Focusing on the history, continued innovation, and future significance of each topic, contributors provide insights into original frameworks and ideas, exploring new directions for research. With critical perspectives on culture at the forefront, entries cover issues including intercultural and international management, unconscious bias, cosmopolitanism, cultural intelligence, global careers, and intersectionality.
The Elgar Encyclopedia of Cross-Cultural Management is a thought-provoking resource for students, academics, and researchers in international business and management, international human resource management, diversity and management, organizational behavior, cross-cultural psychology, sociology, and education. Practitioners will also find great value in its practical cross-cultural toolkit.
Key Features:
● Over 70 entries written by pioneering experts
● Employs a variety of paradigms in the examination of culture and management
● Incorporates interdisciplinary angles and connects different approaches and theories
● Develops new perspectives on cross-cultural management and updated conceptualizations of traditional models
Critical Acclaim
‘Bringing together such an array of talent in cross-cultural management scholarship is a real achievement. If you are a student new to cross-cultural management studies, you will find here a solid foundation for exploring issues, concepts and theories from experts in their field. If you are a seasoned scholar, this Encyclopedia brings a fresh perspective, a basis to explore new ideas together with reassessing accepted wisdoms.’
– Terence Jackson, Middlesex University, UK
– Terence Jackson, Middlesex University, UK
Contents
Contents
Preface: transcending traditional approaches to cross-cultural management xiii
Audra I. Mockaitis and Christina L. Butler
CONCEPTUALIZATIONS AND COMPONENTS OF CULTURE
1.1 Cultural archetypes 1
1.2 Cultural norms 5
1.3 Delineations of culture 8
1.4 The evolution of Hofstede’s model 13
1.5 GLOBE research programme 22
1.6 GLOBE 2020 32
1.7 Migration culture 40
1.8 Societal culture 43
1.9 Time 47
1.10 Within-country regional cultures 50
SIMILARITIES AND DIFFERENCES ACROSS CULTURES
2.1 CAGE framework 56
2.2 Convergence 59
2.3 Crossvergence 61
2.4 Cultural distance 66
2.5 Divergence 69
2.6 Ingroups, outgroups 72
INTERACTING ACROSS CULTURES
3.1 Cross-cultural compassion 77
3.2 Ethnic accents 81
3.3 Empathy 85
3.4 Intercultural communication 88
3.5 Intercultural communication skills 92
3.6 Intercultural training methods 96
3.7 Intuition and culture 100
3.8 Linguistic approaches to cross-cultural management 103
DEVELOPING CULTURAL AWARENESS
4.1 Comprehensive Global Acculturation Model 109
4.2 Cultural intelligence 112
4.3 Behavioural cultural intelligence 114
4.4 Cognitive cultural intelligence 117
4.5 Metacognitive cultural intelligence 120
4.6 Motivational cultural intelligence 123
4.7 Culture shock 126
4.8 Salutogenesis 129
4.9 Social learning theory 132
4.10 The U-Curve model of adjustment 134
4.11 Unconscious bias 137
CULTURAL IDENTITY AND DIVERSITY
5.1 Biculturalism 141
5.2 Cosmopolitan disposition 144
5.3 Critical perspectives on inclusion 147
5.4 Cultural diversity at work 150
5.5 Diaspora 154
5.6 Insider status 159
5.7 Interculturalism 161
5.8 Intersectionality 164
5.9 Intracultural diversity 168
5.10 Multiculturals 174
5.11 N-culturalism 179
THE CROSS-CULTURAL MANAGEMENT OF PEOPLE
6.1 Bicultural leadership 184
6.2 Cultural competence in global teams 189
6.3 Culture and teams 191
6.4 Expatriate adjustment 195
6.5 Expatriate management 199
6.6 Global careers 202
6.7 Global virtual teams 205
6.8 Host-country nationals 214
6.9 Parent-country nationals 216
6.10 Reluctance to lead 218
6.11 Self-initiated expatriates 223
6.12 Skilled migrants 226
6.13 A status cues approach to global team culture 228
6.14 Third-country nationals 231
ORGANISATIONAL AND INSTITUTIONAL PERSPECTIVES
7.1 Cross-cultural alliances 235
7.2 EPRG model 243
7.3 Informal networks 246
7.4 Multinational control 248
7.5 Organisational culture 253
7.6 Organisational culture change 258
PERSPECTIVES ON CROSS-CULTURAL MANAGEMENT
8.1 Compassion fatigue 262
8.2 Constructive intercultural management 266
8.3 Critiques of cross-cultural management 272
8.4 Cultural diplomacy 276
8.5 Cultural sensemaking 278
8.6 Etic and emic 280
8.7 Functional, (neo-)Institutional, and Critical Event (FICE) perspectives 283
8.8 Intercultural structuration 291
8.9 Interpretive cross-cultural management 299
8.10 Positive cross-cultural management 305
8.11 Recontextualisation 308
8.12 Vulnerable researcher 313
Preface: transcending traditional approaches to cross-cultural management xiii
Audra I. Mockaitis and Christina L. Butler
CONCEPTUALIZATIONS AND COMPONENTS OF CULTURE
1.1 Cultural archetypes 1
1.2 Cultural norms 5
1.3 Delineations of culture 8
1.4 The evolution of Hofstede’s model 13
1.5 GLOBE research programme 22
1.6 GLOBE 2020 32
1.7 Migration culture 40
1.8 Societal culture 43
1.9 Time 47
1.10 Within-country regional cultures 50
SIMILARITIES AND DIFFERENCES ACROSS CULTURES
2.1 CAGE framework 56
2.2 Convergence 59
2.3 Crossvergence 61
2.4 Cultural distance 66
2.5 Divergence 69
2.6 Ingroups, outgroups 72
INTERACTING ACROSS CULTURES
3.1 Cross-cultural compassion 77
3.2 Ethnic accents 81
3.3 Empathy 85
3.4 Intercultural communication 88
3.5 Intercultural communication skills 92
3.6 Intercultural training methods 96
3.7 Intuition and culture 100
3.8 Linguistic approaches to cross-cultural management 103
DEVELOPING CULTURAL AWARENESS
4.1 Comprehensive Global Acculturation Model 109
4.2 Cultural intelligence 112
4.3 Behavioural cultural intelligence 114
4.4 Cognitive cultural intelligence 117
4.5 Metacognitive cultural intelligence 120
4.6 Motivational cultural intelligence 123
4.7 Culture shock 126
4.8 Salutogenesis 129
4.9 Social learning theory 132
4.10 The U-Curve model of adjustment 134
4.11 Unconscious bias 137
CULTURAL IDENTITY AND DIVERSITY
5.1 Biculturalism 141
5.2 Cosmopolitan disposition 144
5.3 Critical perspectives on inclusion 147
5.4 Cultural diversity at work 150
5.5 Diaspora 154
5.6 Insider status 159
5.7 Interculturalism 161
5.8 Intersectionality 164
5.9 Intracultural diversity 168
5.10 Multiculturals 174
5.11 N-culturalism 179
THE CROSS-CULTURAL MANAGEMENT OF PEOPLE
6.1 Bicultural leadership 184
6.2 Cultural competence in global teams 189
6.3 Culture and teams 191
6.4 Expatriate adjustment 195
6.5 Expatriate management 199
6.6 Global careers 202
6.7 Global virtual teams 205
6.8 Host-country nationals 214
6.9 Parent-country nationals 216
6.10 Reluctance to lead 218
6.11 Self-initiated expatriates 223
6.12 Skilled migrants 226
6.13 A status cues approach to global team culture 228
6.14 Third-country nationals 231
ORGANISATIONAL AND INSTITUTIONAL PERSPECTIVES
7.1 Cross-cultural alliances 235
7.2 EPRG model 243
7.3 Informal networks 246
7.4 Multinational control 248
7.5 Organisational culture 253
7.6 Organisational culture change 258
PERSPECTIVES ON CROSS-CULTURAL MANAGEMENT
8.1 Compassion fatigue 262
8.2 Constructive intercultural management 266
8.3 Critiques of cross-cultural management 272
8.4 Cultural diplomacy 276
8.5 Cultural sensemaking 278
8.6 Etic and emic 280
8.7 Functional, (neo-)Institutional, and Critical Event (FICE) perspectives 283
8.8 Intercultural structuration 291
8.9 Interpretive cross-cultural management 299
8.10 Positive cross-cultural management 305
8.11 Recontextualisation 308
8.12 Vulnerable researcher 313
