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Functionalist models of intercultural interaction have serious limitations relying on static and decontextualized culture views. This paper sets out to outline newer developments in anthropological theory in order to provide inspirations to a more dynamic and contextual approach for understanding intercultural communication research in cross‐cultural management (CCM).

The paper analyzes the established approaches to the cultural underpinnings of intercultural communication in CCM and examines how newer developments in anthropology may contribute to this research.

The standard frameworks for classifying cultures in CCM are based on a view of culture as static, formal mental codes and values abstracted from the context of valuation. However, this view, underwriting the dominating research stream, has been abandoned in the discipline of anthropology from which it originated. This theory gap between intercultural communication research in CCM and anthropology tends to exclude from CCM an understanding of how the context of social, organizational and power relationships shapes the role of culture in communication.

The paper proposes to substitute the view of culture as comprising of abstract values and codes as determinants of communication with concepts of culture as dynamically enfolded in practice and socially situated in specific contexts, in order to give new directions to theories on intercultural communication in CCM.

Scant research has compared intercultural communication research in CCM with new anthropological developments. New insights from anthropology are analyzed in order to open up analytical space in CCM.

In this article, after laying the conceptual foundations of communication and corporate culture, we revise the disagreement on whether their role in their mutual relationship is a minor or a fundamental one. Then, we define “communication in corporate culture”, as the foundation of the communication‐culture system. Building on this idea, we suggest a model for organizational reinforcement. Finally, we define the basic patterns in order to strengthen and reinforce the proposed cycle.

Cultural factors have tremendous impact on cross‐national communication, and it is in the area of cross‐cultural communications that most blunders in international marketing occur. Using Hofstede′s four discussions of culture, this article provides a generalisable framework to assess the effectiveness of cross‐cultural communication. The application of the proposed framework has been demonstrated in the context of promoting international tourism.

Global virtual teams (GVTs) – composed of members in two or more countries who work together primarily using information and communication technologies – are increasingly prevalent in organizations today. There has been a burgeoning of research on this relatively new organizational unit, spanning various academic disciplines. In this chapter, we review and discuss the major developments in this area of research. Based on our review, we identify areas in need of future research, suggest research directions that have the potential to enhance theory development, and provide practical guidelines on managing and working in GVTs.

Literature on face‐to‐face intercultural business communication (IBC) suggests that language, culture, business culture, and interpersonal context variables lead to misunderstandings, but these predictors have not been studied with regard to e‐mail communication. This exploratory study identifies variables that cause e‐mail miscommunication, reduce work accomplishment, and harm business relationships. We conducted a survey to capture the effect of common predictors and asked respondents to share the most commonly employed strategies when communication problems arose. We offer a multi‐dimensional model for further research.

This article reviews the practice of horenso (a mnemonic for hokoku/reporting, renraku/informing and sodan/consulting) – an under-documented Japanese communication methodology – at a Japanese-owned subsidiary in Thailand. It draws on a number of cultural theories to explore how horenso was influenced by the non-biculturality of individuals at a multinational corporation.

This article draws on first-hand interviews with staff of varying responsibilities at a multinational electronic components manufacturer, Spin-eTech (a pseudonym) to understand how horenso has been utilized and perceived at this Japanese-owned subsidiary in Thailand differently from its original form and traditional use at its headquarters in Japan. This was a targeted case that captured the real time communication difficulties at the workplace.

The themes of horenso's rationale, motivation, style of communication, use for problem solving, information reporting, relation to superiority and culture of communication emerged as prominent differences for how horenso was practiced at the Thai subsidiary.

Using the emic perspective of cultural understanding, insights are offered into the impact of non-biculturality within the Asia Pacific region on the practice of horenso to extant knowledge on the under-explored “eastern vs eastern” cultural differences.

States that the major reasons for difficulties in cross‐cultural communication stem from the fact that actors from different cultures have different understandings regarding the interaction process and different styles of dialogue. Suggests that better understanding of communication within other cultures is the key to success. Uses past literature to suggest a number of cultural variability constructs concerning preferred interaction behaviours and the common themes they share. Presents three case studies to illustrate this.

Building on the “Great Divide” thesis (Goody, 1977; Ong, 1982), this study analyzes the conceptual relationships between the two main communication modes (orality/literacy) and cultural values.

The study adopts a purely conceptual approach to connect orality and literacy with nine cultural dimensions adopted from Kluckhohn and Strodtbeck’s (1961), Hall’s (1976) and Inglehart’s (1997) frameworks.

The analyses suggest that orality is associated with values such as high-context communication, poly-chronic time, public space proxemics, collectivism, hierarchical social structure, subjugation, past orientation, religiousness/traditionalism and survival cultural dimensions. Literacy is associated with opposing values, including low-context communication, mono-chronic time, private space proxemics, individualism, egalitarian social structure, dominance, future orientation, secularity/rationality, and self-expression cultural dimensions. The paper relies on modernization theory to explain the socio-economic implications and organizes the nine pairs of cultural dimensions according to the great divide between orality and literacy.

Theoretically, this study conceptualizes orality and literacy, analyzes their salient differences and examines their relationships with cultural values. While many studies have tried to explain the differences in cultural values from an economic perspective, this study offers an alternative view of cultural values’ variations across the world.