Search results

There is a generalized belief that cultural differences can have more negative consequences than benefits within the international business (IB) literature. This study argues that cultural differences are not perceived as constrains in millennial global virtual teams (GVTs). Additionally, using the theory of cooperation and competition and the motivated information processing perspective, the purpose of this paper is to uncover the process by which millennials working in GVTs address various challenges to ensure effective functioning and accomplishment of desired team outcomes.

This paper analyzes a data set of 503 project journals from the global enterprise experience, a virtual team competition. It uses qualitative content analysis tools and secondary data sources.

The authors find that for millennials, cross-cultural issues are not the predominant challenge when working in GVTs, unlike the prevailing understanding in the IB literature. This is because contrary to expectations, cross-cultural problems are often not experienced, while other team phenomena become more relevant, such as interpersonal and task-based issues. In addition, the paper describes how members of GVTs apply distinct challenge reconstruction and solution generation cognitive schemes to deal with both, expected and unexpected challenges.

This study contributes to the literature on virtual teams by identifying how millennials and post-millennials deal with the challenges embedded in the GVT interaction context by simplifying the unfamiliarity associated with the broader context rather than addressing each issue in isolation. Finally, the paper elaborates on factors that highlight the positive outcomes of multicultural teams while making cultural differences less salient in contemporary GVT contexts.

Graduates of cross-cultural management (CCM) courses should be capable of both tackling international and cross-cultural situations and creating positive value from the diversity inherent in these situations. Such value creation is challenging because these situations are typically complex due to differences in cultural values, traditions, social practices, and institutions, such as legal rules, coupled with variation in, for example, wealth and civil rights among stakeholders. The paper aims to discuss these issues.

The authors argue that a scientific mindfulness approach to teaching CCM can help students identify and leverage positive aspects of differences and thereby contribute to positive change in cross-cultural situations.

Scientific mindfulness combines mindfulness and scientific thinking with the explicit goal to drive positive change in the world.

The authors explain how the action principles of scientific mindfulness enable learners to build positive value from cultural diversity. The authors then describe how to enact these principles in the context of CCM education.

Aiming to resolve cross-cultural paradoxes in combining artificial intelligence (AI) with human intelligence (HI) for international humanitarian logistics, this paper aims to adopt an unorthodox Yin–Yang dialectic approach to address how AI–HI interactions can be interpreted as a sophisticated cross-cultural knowledge creation (KC) system that enables more effective decision-making for providing humanitarian relief across borders.

This paper is conceptual and pragmatic in nature, whereas its structure design follows the requirements of a real impact study.

Based on experimental information and logical reasoning, the authors first identify three critical cross-cultural challenges in AI–HI collaboration: paradoxes of building a cross-cultural KC system, paradoxes of integrative AI and HI in moral judgement and paradoxes of processing moral-related information with emotions in AI–HI collaboration. Then applying the Yin–Yang dialectic to interpret Klir’s epistemological frame (1993), the authors propose an unconventional stratified system of cross-cultural KC for understanding integrative AI–HI decision-making for humanitarian logistics across cultures.

This paper aids not only in deeply understanding complex issues stemming from human emotions and cultural cognitions in the context of cross-border humanitarian logistics, but also equips culturally-diverse stakeholders to effectively navigate these challenges and their potential ramifications. It enhances the decision-making process and optimizes the synergy between AI and HI for cross-cultural humanitarian logistics.

The originality lies in the use of a cognitive methodology of the Yin–Yang dialectic to metaphorize the dynamic genesis of integrative AI-HI KC for international humanitarian logistics. Based on system science and knowledge management, this paper applies game theory, multi-objective optimization and Markov decision process to operationalize the conceptual framework in the context of cross-cultural humanitarian logistics.

In the study of expatriation and expatriate adaptation, there are limited studies that focus on issues faced by expatriates working in foreign countries with very distinct cultures. This study aims to explore this idea through the experiences of western expatriates working in the Kingdom of Saudi Arabia (KSA). Two research questions were posed to examine the cross-cultural issues and challenges faced by expatriates in the KSA, as well as the role of cross-cultural training in expatriate adjustment.

The study was guided by an interpretivism paradigm through a qualitative method by using a semi-structured in-depth interview approach. Interviews were conducted among 12 expatriates from the USA and UK who are currently working in KSA.

A coding technique and theoretical thematic analysis was conducted to analyze the data. The results of this study highlighted three key themes that had a considerable influence on expatriates’ adjustment, in particular: culture shock, lack of pre-departure training and the demand for an extensive cross-cultural training.

It is acknowledged that the existence of sub-cultures within the KSA would expose the respondents to varying cultural values within the community. Thus, future studies within a similar context should consider the influence of intra-cultural variations.

The findings of the study emphasized on the importance understanding the cultural gap between home and host country and the individual cultural awareness of the expatriate. It calls attention to the need for a tailored and extensive pre-departure, cross-cultural training and a collaborative effort between employees’ and managers to improve expatriates’ motivation and retention.

The trend in education is shifting toward a greater concern with learning. In this new model, teachers are required to constantly reflect on their pedagogy to sustain student interest and engagement. This reflective inquiry is particularly important when the teacher and students are of different language and culture as in the case of Zayed University, UAE. Such cross-cultural context often complicates the learning environment resulting in confusion, stress, and frustration for faculty and students. It also results in a reduced teaching effectiveness and a need to regularly adapt tried methods of teaching in Western universities with the educational background of students. This process requires deep reflection and cultural adjustment. This study therefore investigated the challenges, critical inquiry, and adjustments of Western faculty in the delivery of an American curriculum taught in English to Emirati female students. The study also sought to derive a theoretical model explaining faculty reflective processes in cross-cultural classrooms.

The purpose of this paper is to highlight challenges to the transfer of technologies which are caused by the internationalization of companies and the need to outsource production in a globalized business environment. Aside from typical methods of transfer by means of documents or equipment, technology is mainly brought forward by human resources, which in a transboundary context implies the interaction between cultures. However, a connection between culture and technology has, for a long time, been underestimated by practitioners and researchers and a fortiori necessitates the development of competences to facilitate collaboration in a more and more multicultural working environment.

Data were retrieved from a semi‐structured questionnaire used in ten in‐depth interviews and exploited by discourse analysis. The survey questionnaire was the main instrument to support data collection in the interviews with at least one respective executive involved in cross‐border technology transfer in the Japanese sample companies.

Contradicting the assumptions in Western literature, this study reveals that not only countries correlating on collectivism and masculinity but also more feminine countries can be considered as successful technology transfer partners. It is also substantiated that cultural closeness between countries does not imperatively result in frictionless technology transfer when analyzed from a cultural point of view.

Survey results from a small‐sized exploratory study on Japanese companies and their experience in technology transfer processes within Asia provide information that will help managers to better understand the challenges in cross‐cultural transfer situations and to create a more effective transfer framework.

This paper focuses on the combination of technology transfer processes and the need for cross‐cultural competence and hence fulfils an identified need to link technology transfer to culture.

International assignments are becoming more and more typical parts of a managerial career. As an outcome, cross‐cultural leadership competencies are required within international companies. Still, real cross‐cultural leadership interaction between expatriate managers and their local subordinates has not been much studied. In the light of this, the goals of the present study were to analyse whether and how expatriate managers adjust their leadership style due to cross‐cultural differences, and whether and how local subordinates perceive the styles of expatriate managers to differ from the styles of local managers after possible adjustments. The data were collected by interviewing Finnish expatriate managers and their Indonesian subordinates in real cross‐cultural business settings with a bicultural interview team.

The purpose of this paper is to identify the influence of cultural differences on the design and management of two franchise programs and one joint degree program run by a Chinese university in partnership with a British university and a French university. The cross-cultural challenges and the differences in the strategies taken by the managers in both types of program to deal with such challenges are analyzed. The frameworks for such strategies are also proposed.

A case study approach was used for the analysis. Participatory observation and interview were adopted to collect information in combination with the written reports on the programs. The interviewees included managers, faculty members, and students. Thematic analysis was conducted to find out the common themes from the coded data.

For franchise programs, the British university takes a “collaborating” strategy focusing on globalization, which is combined with the “compromising” strategy of the Chinese partner university focusing on localization. Both parties keep their different styles of management and combine them into one new management mode. By contrast, in the joint degree program, the French management mode can be described as a “collaborating” strategy toward the management of the Chinese students and curriculum, while the Chinese managers are seeking to progressively “accommodate” the needs of the French students.

Few studies in the current literature are targeted at the cultural influences on the design and management of transnational higher education (TNHE) programs as well as the proper management strategies to deal with such cultural differences. The result of this study will provide useful advice for researchers and practitioners in cross-cultural management of TNHE programs.

This study explores the interplay between levels of cultures and aspects of quality management (QM), aiming to develop a conceptual framework and introduce propositions regarding managing quality in a multinational company (MNC).

A conceptual framework delineating the relationship between the levels of cultures in MNCs and various aspects of QM is proposed. Thereafter, based on a theory elaboration approach, a case study in Swedish facilities of MNCs is used to further illustrate the link between constructs of the framework, contributing to the identification of challenges and possibilities in managing quality in MNCs.

The research identifies key propositions regarding the intricate relationship between levels of cultures and their influences on aspects of QM in MNC. Proposition 1 emphasises the impact of national cultural differences on perceptions of QM principles. Proposition 2 reveals that diverse QM perceptions affect global consistency in QM practices. However, proposition 3 suggests that emphasising technical aspects in common QM practices fosters shared perceptions and a cohesive organisational culture, leading to Proposition 4, that a QM-centric organisational culture mediates national cultural differences, facilitating the management of quality globally.

This research relies on a case study from a Swedish perspective. There is a need for quantitative or mixed method approaches to validate the proposed framework.

This research yields practical insights into cross-cultural QM challenges and possibilities in MNCs.

By integrating national and organisational culture into the QM framework, this research offers a conceptual model and propositions as a foundation for future cross-cultural QM research in MNCs.

The literature on academic international research teams (AIRTs) has drawn conclusions and made recommendations based on cross-sectional “snapshots” of the research team process – observations made prior to the conclusion of the research project. Several large-scale AIRTs have now evolved through a life cycle including result-related publications. We evaluate and extend the literature using a project life cycle perspective, in which each stage exhibits different challenges and opportunities that influence the quality, reliability and validity of the final research output and the overall viability of the knowledge-creation project. We conclude with recommendations for the effective management of AIRTs and, indeed, perhaps all multinational, globally distributed teams engaged in both basic and applied knowledge creation.