The Central Role of National Culture in Cross‐cultural Management: Proxemic Conflicts in the Internationalization of TQM

Abstract

Prompted by the internationalization of communications and business, cross‐cultural management has emerged as a strategic research and marketplace priority of the late twentieth century (Goldman, 1994b; Hofstede, 1984). Crucial to the study and the operationalizing of this subject matter is the placement of “culture” at the core of both management and international business. No longer an afterthought or footnote, culture(s) must be carefully scrutinized in the process of forging managerial systems and policies. A thorough understanding of indigenous cultures is a precursor to managerial decision making and innovations, especially in cross‐cultural, international ventures. Native culture is particularly relevant in the case of the movement of total quality management (TQM) within the global business community.

Citation

Goldman, A. (1994), "The Central Role of National Culture in Cross‐cultural Management: Proxemic Conflicts in the Internationalization of TQM", Cross Cultural Management: An International Journal, Vol. 1 No. 3, pp. 4-10. https://doi.org/10.1108/eb008377