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1 – 10 of over 11000As organisations respond to changes in cross‐border business activity career practices more attuned to differences in business and cultural practices are required if organisations…
Abstract
As organisations respond to changes in cross‐border business activity career practices more attuned to differences in business and cultural practices are required if organisations are to become more effective in their cross‐ border business activities. Missing from the career management practices of many cross‐border organisations are two complementary challenges. First is the selection, development and retention of a “diverse” cross‐section of skilled managers, representative of the various locations of the business entity, reflecting an organisational culture that values the “know‐how” possessed by skilled managers from disparate cultural backgrounds. Second is the existence of a corporate culture that values a “mindset” reflective of the cultural diversity of the organisation, as well as the disparate values, attitudes and behaviours that potentially exist across the firm’s foreign business operations. The literature on these themes is reviewed and some recommendations for the development and management of cross‐border careers and propositions for future research are outlined.
Ching-Chiu Hsu, Jeong-Yang Park and Yong Kyu Lew
In cross-border mergers and acquisitions (M&As), acquirers often fail to achieve the expectations they held when they made the M&A deals. This paper aims to propose that the risks…
Abstract
Purpose
In cross-border mergers and acquisitions (M&As), acquirers often fail to achieve the expectations they held when they made the M&A deals. This paper aims to propose that the risks of cross-border M&As can be mitigated by building and cultivating organizational resilience as a prime means of risk management.
Design/methodology/approach
The research examines risks associated with cross-border M&A and how such risks can be mitigated by developing resilience. It presents dual cases of acquisitions of the biggest branded mobile phone manufacturer in Taiwan.
Findings
The authors find that the acquirer faces multiple risks in cross-border M&A transactions, including financial, strategic and organizational, and process risks that arise from misalignment between the goal of the M&As and the post-acquisition performance of the target firms.
Originality/value
The research provides theoretical insights on organizational resilience and how it can mitigate the specific risks involved in cross-border M&As, thereby developing coherent organizational resilience processes.
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Alex Olivier Rodrigues, Carla Susana Marques and Veland Ramadani
The purpose of this study is, from the perspective of artisan entrepreneurship (AE), to understand how professional and higher education institutions, local authorities, local and…
Abstract
Purpose
The purpose of this study is, from the perspective of artisan entrepreneurship (AE), to understand how professional and higher education institutions, local authorities, local and cross-border cultural entities and tourism stakeholders perceive AE by collaborating in a network to develop innovative and sustainable strategies, using the Quintuple Helix innovation model.
Design/methodology/approach
Using a qualitative approach, 34 semi-structured interviews were carried out with organisations by emailing them a Google Form. The organisations interviewed were from the north-east of Portugal (Bragança, Miranda do Douro, Mogadouro, Vimioso and Vinhais) and the north of Spain (Zamora Province). The data collected was subjected to content and lexical analysis using the computerised lexical analysis software IRaMuTeQ.
Findings
AE is seen as the representation of a culture where traditional crafts are the identity of a region. The practical and political implications for decision makers in the Quintuple Helix can be seen in the definition of strategies and proposals that should leverage and define regional and cross-border policies, leveraging the need for networking to define concrete measures and programmes for support and training in entrepreneurship and AE, as well as the creation and/or standardisation of existing support networks.
Originality/value
To the best of the authors’ knowledge, this work is the first study to address and deal with the issue of AE by understanding how professional and higher education institutions, local authorities, local and cross-border cultural entities perceive AE and collaborate in a network to develop innovative and sustainable strategies, through the paradigm of the Quintuple Helix model. It also combines a content analysis and a lexical analysis using computerised lexical analysis software – IRaMuTeQ.
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Women cross-border traders face impediments in their entrepreneurial work from time-to-time. To overcome these impediments, females need to take on self-concept (self-esteem…
Abstract
Purpose
Women cross-border traders face impediments in their entrepreneurial work from time-to-time. To overcome these impediments, females need to take on self-concept (self-esteem, self-confidence, social roles) mediated by self-organization (adaptability, interaction, team working) in order to thrive in cross-border trading (CBT), using evidence from Uganda. So, in this paper the authors explain the behavior of a female who succeeds in CBT with interest of scaling it up to empower more female entrepreneurs.
Design/methodology/approach
This study is a correlational and cross-sectional type. A questionnaire survey of 288 females was used. The data collected were analyzed through SPSS.
Findings
The results reveal that self-concept, mediated by self-organization, controlled by tenure in business and the age of a female in CBT significantly influences CBT behavior among females in Uganda.
Research limitations/implications
This study focused on females who are involved in CBT in Uganda. Therefore, it is likely that the results may not be generalized to other settings. The results show that for females to succeed in CBT, self-concept and self-organization affect CBT behavior once they are controlled by tenure in business and the age of a female in CBT at more than 30 years of age and longer than 5 years.
Originality/value
This study provides initial evidence that self-concept, mediated by self-organization, controlled by tenure in business and age of a CBT directly affects CBT behavior, using evidence from an African developing country – Uganda.
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Xiangyang Wang, Yujuan Xi, Jingsi Xie and Yingxin Zhao
The purpose of this study is to adopt the perspective of congruence to explore how organizational unlearning facilitates knowledge transfer in cross-border mergers and…
Abstract
Purpose
The purpose of this study is to adopt the perspective of congruence to explore how organizational unlearning facilitates knowledge transfer in cross-border mergers and acquisitions (M&A).
Design/methodology/approach
Drawing on the congruence theory, this study built a theoretical model and examined it with survey data from 212 firms in China.
Findings
Organizational unlearning has no direct influence on knowledge transfer. In contrast, it promotes knowledge and routine compatibility that facilitate knowledge transfer. Routine and knowledge compatibility have different mechanisms on knowledge transfer. Specifically, the higher routine compatibility, the more effective is knowledge transfer. When knowledge compatibility is at a medium level, the effectiveness of knowledge transfer is optimal.
Practical implications
Firms should regard organizational unlearning as a crucial facilitator to knowledge and routine compatibility that promote knowledge transfer.
Originality/value
This study provides a specific understanding of the relationships between organizational unlearning and knowledge transfer by focusing on knowledge and routine compatibility as the crucial links, and enriches existing literature regarding knowledge transfer.
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Alan Fish and Ramudu Bhanugopan
The purpose of this paper is to report on research which addressed two purposes. First, to test the fit between, the theoretical model, and the empirical findings from an earlier…
Abstract
Purpose
The purpose of this paper is to report on research which addressed two purposes. First, to test the fit between, the theoretical model, and the empirical findings from an earlier reported study. Secondly, to test the extrapolative and interrelated nature of a two sets of cultural adjustment constructs designed to enhance the personal wellbeing and intra‐cultural interaction of cross‐border managers when on foreign assignments.
Design/methodology/approach
Data were collected from 244 cross‐border managers working for Australian private sector businesses in South‐East Asia in two broad industry groups: manufacturing/industrial, and financial/services. Respondents were asked to complete a questionnaire based on two separate dimensions associated with an individual's adjustment to cross‐border circumstances vis., personal wellbeing and intra‐cultural interaction. This paper evaluates the measurement fit between the identified constructs, by first examining any significant relationship though a structural equation model using LISREL 8; and then through employing path analysis.
Findings
Results from the structural equation modeling were significant; and suggest a sound fit between the theoretical model and the empirical findings. The path analysis further supports the multidimensional model. The results provide direction for organisations in addressing cultural adjustment issues to support the personal wellbeing; and the intra‐cultural interaction; of cross‐border managers.
Research limitations/implications
Future research will need to consider the potential for measurement invariance associated with the framework identified in this paper.
Originality/value
The overall results provide useful insights for organisations as to important interventions to assist cross‐managers in becoming more attuned to their new job, business and cultural surroundings and circumstances. In this respect, cross‐border organisations need to include such interventions amongst the “adjustment experiences” for their cross‐border managers in developing personal wellbeing skills and intra‐cultural interaction strategies.
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Daniel R. Denison, Bryan Adkins and Ashley M. Guidroz
Cross-border M&A has become one of the leading approaches for firms to gain access to global markets. Yet there has been little progress in the research literature exploring the…
Abstract
Cross-border M&A has become one of the leading approaches for firms to gain access to global markets. Yet there has been little progress in the research literature exploring the role that culture may play in the success of these ventures. Poor culture-fit has often been cited as one reason why M&A has not produced the outcomes organizations hoped for (Cartwright & Schoenberg, 2006). Cross-border M&A has the added challenges of having to deal with both national and organizational culture differences. In this chapter we review the literature on cultural integration in cross-border M&A and provide a framework designed to help manage the integration process throughout the M&A lifecycle. This framework presents culture assessment and integration as a crucial component to reducing poor culture-fit as a barrier to M&A success.
This research aimed to identify cross‐cultural adjustment interventions to assist the personal wellbeing (psycho‐cultural) and cultural interaction (socio‐cultural) of managers on…
Abstract
Purpose
This research aimed to identify cross‐cultural adjustment interventions to assist the personal wellbeing (psycho‐cultural) and cultural interaction (socio‐cultural) of managers on foreign assignments. Both pre‐departure and in‐country interventions were sought.
Design/methodology/approach
A questionnaire was employed and comprised two adjustment measures. Data were collected from 244 Australians in south‐east Asia working in two industry groups – manufacturing/industrial and financial/services. Exploratory factor analysis was employed to identify adjustment constructs. Pearson correlations, as well as ANOVAs and t‐tests, were employed to explore the effect of industry group, respondent group, number of cross‐border assignments, age and gender.
Findings
Eight adjustment interventions were identified and were labelled: quality of life awareness; host business and cultural awareness; family impact awareness; staff and business colleague awareness; home country networks; cultural reinforcement and support; cultural inclusion; and host language skills.
Research limitations/implications
The research was limited to a specific business region, to one cross‐border manager cultural grouping and an exploratory technique was employed. Hence further work is needed to confirm the constructs and to assess the generalisability of the results to other business regions and to other cross‐border manager groups.
Originality/value
Whilst some important differences existed, the implications and value of the research may be evident in assisting psycho‐cultural problems such as anxiety and stress, and to encourage socio‐cultural interaction such as involvement in and with cultural environments and decreasing the potential for failed assignments.
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Julie Cogin and Alan Fish
Cross border managers are an important feature of the global economy. Despite this, research evidence suggests that the primary selection criteria for cross border managers are…
Abstract
Purpose
Cross border managers are an important feature of the global economy. Despite this, research evidence suggests that the primary selection criteria for cross border managers are technical expertise and domestic business knowledge. This has resulted in insufficient numbers of high calibre candidates to meet the demands of today's global business context. This paper aims to argue that an understanding of an individual's value orientations is important for selecting cross border managers and predicting subsequent performance.
Design/methodology/approach
The paper reports the testing of a multidimensional value orientated taxonomy on a sample of 658 managers employed by three multinational organisations. The model was tested via SEM. OLS multiple regression was carried out to identify whether the dimensions of the taxonomy predict the performance of managers in cross border roles.
Findings
Results yielded sound factor structure of the taxonomy with a single factor solution identified on each of the two individual value dimensions. SEM confirmed significant relationships and a sound goodness‐of‐fit of the model. OLS regression results indicated that the model accurately predicted the performance of managers during cross border assignments.
Research limitations/implications
Surveys were administered at one point in time and do not account for any change in value orientations.
Practical implications
The model and results provide guidance to HRM professionals for selecting candidates for cross border business roles.
Originality/value
The study addresses a limitation of earlier work by testing the efficacy of the multi‐dimensional taxonomy with a larger and more diverse sample. The paper evaluates the strength of the taxonomy in predicting performance.
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