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The purpose of this paper is to develop a more thorough understanding of cognitive social capital (shared representations) building in a multicultural marketing context.

An ethnographic study with in-depth interviews and observations are used to explore how Chinese entrepreneurs utilize cultural metaphors to build their cognitive social capital in the USA. Both Chinese entrepreneurs and their American stakeholders (consumers and business associates) are interviewed.

The three themes from the findings are cultural conceptual blending, frame shifting with stereotype dilution and metaphor conversion. These form the sub-processes of an overall process the authors name “cross-cultural shifting.” The use of visual and verbal cultural metaphors by the Chinese entrepreneurs leads to conceptual blending, a process of blending of elements and relations from various scenarios in the mind. A frame shifting and stereotype dilution follows, culminating in the conversion of the cultural metaphors into the deep (universally recognized) metaphors of resource and connection.

Given that metaphors are one manifestations of culture and also effective for communicating universally, they play a role in cognitive social capital building in a multicultural context. This exposition calls for further research the utilization of cultural metaphors in international marketing.

The variability in communication and comprehension of business stakeholders from different cultures influence their cognitive social capital building (cooperative behavior to exchange resources). This makes it imperative for multicultural marketers to understand the use of cultural metaphors to enhance cognitive social capital in a multicultural context.

This exposition on cross-cultural frame shifting will result in improved knowledge of the role of cultural metaphors in enhancing multicultural understanding, shared representations and cognitive social capital in international marketing.

This paper aims to unfold the path of how the complexity of culture issues leads to a rising pressure for paradigm changes in the research on culture in international management. In terms of academic debate about culture, the crucial paradigm shift has not yet happened. Research and writing are still dominated by a mechanistic-rational approach which does not quite know to handle cultural phenomena which by nature are mutuable, often transient and invariably context-specific. Rising pressure is observed for paradigm changes through three main trends: integration of West-East dichotomy, coexistence of convergence and divergence; and dynamic vs static perspectives. It is argued that the unresolved debate on the culture construct and its measurement, the epistemological stance by researchers and associated methodological choices in culture studies reinforce these trends pressuring for a paradigm shift.

This paper reviews the knowledge based on culture studies to establish the contributions of culture studies in international business and the foundation of its knowledge base. The conceptual foundation of culture, its multi-level and multi-dimensionality and critical issues in research epistemology and methodology are analyzed to discuss emerging trends in the process of an imminent paradigm change.

By unfolding the nature of abstract and high-order definition of culture, the focus is on deciphering the complex construct and multi-level and multi-dimensionality in measurement, which, in turn, interact with the epistemology of culture researchers and the choice of methodology used to carry out culture studies. Eventually the interaction of the three studied elements drives the proposed three paradigmatic changes in the evolving business environment.

The identified trends in existing culture research keep the importance of culture studies in international business management thriving as we point to their relevance for the envisaged paradigm shift.

The three paradoxes discussed challenge researchers who aim to contribute to the knowledge base of culture in international business. In addition, the debate cannot be ignored by international business managers as culture is a key informal institutional driver that influences international business performance.

The review of the knowledge base on culture studies in management contributes to a better understanding of the envisaged paradigmatic shift of the discipline. The debate on the complexity of culture studies is extended to three tendencies for potential paradigmatic change, with implications discussed to suggest future research.

Feminist legal activists in law schools developed what we call critical community tactics beginning in the late 1960s to bring about important cultural change in the legal educational arena. These feminist activists challenged the male-dominant culture and succeeded in making law schools and legal scholarship more gender inclusive. Here, we develop the critical community tactics concept and show how these tactics produce cultural products which ultimately, as they are integrated into the broader culture, change the cultural landscape. Our work then is a study of how social movement activists can bring about cultural change. The feminist legal activists’ cultural products and the integration of them into the legal academy provide evidence of feminist legal activist success in shifting the legal institutional culture. We conclude that critical community tactics provide an important means for social movement activists to bring about cultural change, and scholars examining social movement efforts in other institutional settings may benefit from considering the role of critical community tactics.

In the context of intense intercultural experience, the individual’s identity is often transformed by the forces of acculturation. Unexpectedly powerful demands, influences, and resistances buffet the values, beliefs, and behaviors of the sojourner, leading to confusion, and eventually resolution of profound identity issues. The resulting sense of being between two cultures or more, living at the edges of each, but rarely at the center, can be called cultural marginality. When these issues remain unresolved, the person is often confounded by the demands, and feels alienated in a state called encapsulated marginality. The constructive marginal resolves these questions by integrating choices from each culture of which the person is a part, choosing the appropriate frame of reference, and taking action appropriate for the context.

Global leaders need to recognize the characteristics of the marginal identity and leverage the skills the marginal brings to the organization. The mindset of hybrid professionals fosters increased creativity, culturally appropriate problem solving, and collaboration with other culture partners. Educators, trainers, and coaches can design developmental opportunities for sojourners to acculturate to new environments in a way that potentiates their intercultural competence and comfort with their bicultural mindset. By viewing a complex cultural identity as an asset to the organization, global leaders can avoid the common pitfall of overlooking cultural marginals and instead maximize their contribution to globalization.

The consumer acculturation literature argues that reconstituting familiar embodied practices from the culture of origin leads to a comforting sense of home for consumers who move from one cultural context to another. This paper aims to extend this thesis by examining further dimensions in migrant consumers’ experiences of home culture consumption.

This paper analyses data gathered through multi-modal depth interviews with Southeast Asian skilled migrants in New Zealand through the conceptual lens of embodiment.

Building on Dion et al.’s (2011) framework of ethnic embodiment, the analysis uncovers home culture consumption as multi-layered experiences of anchoring, de-stabilisation and estrangement, characterised by convergence and divergence between the embodied dimensions of being-in-the-world, being-in-the-world with others and remembering being-in-the-world.

This paper underscores home culture consumption in migration as an ambivalent embodied experience. Further research should investigate how other types of acculturating consumers experience and negotiate the changing meanings of home.

Marketers in migrant-receiving and migrant-sending cultural contexts should be sensitised to disjunctures in migrants’ embodied experience of consuming home and their role in heightening or mitigating these disjunctures.

This paper helps contribute to consumer acculturation theory in two ways. First, the authors show how migrants experience not only comfort and connection but also displacement, in practices of home culture consumption. Second, the authors show how migrant communities do not only encourage cultural maintenance and gatekeeping but also contribute to cultural identity de-stabilisation.

This paper puts forth a conceptual framework of multiple and fluid national culture focused on the contemporary Brazilian context. Drawing from recent criticism on the excessive determinism and simplicity of typical cross‐cultural depictions, the study (1) analyzes Brazilian contemporary culture from a historical perspective; (2) summarizes prevailing Brazilian cultural depictions in the literature; (3) proposes a conceptual framework centered on the dynamics between cultural differentiation and homogeneity, putting forth predictions on the potential future shifts of the Brazilian cultural texture along these two extremes; and (4) makes the case for culture research focused further on the study and depiction of multiple national cultures, and on their fluidity over time, rather than on monolithic and stable national cultures.

The purpose of this paper is to examine an important exception to the “value congruity hypothesis,” which holds that advertising should be more effective when it is congruent with cultural values. It documents a paradoxical “reverse authority effect” among young adult consumers in traditionally high power distance (PD) countries.

Two experiments were conducted using data from traditionally high (South Korea in Study 1, Thailand in Study 2) and low (USA in Study 1) PD countries. Data are analyzed by variance analyses (multivariate analysis of covariance, analyses of variance) and regression.

Results show a reverse authority effect in Korea and attenuation of this effect in the USA (Study 1). Results also show a reverse authority effect in Thailand (Study 2), suggesting the generality of the effect across young consumers in traditionally high PD countries. It appears that a shift away from traditional cultural values has occurred in the course of modernization, as Western ideology gains popularity among young adult consumers in Eastern countries.

Findings suggest that traditional national culture alone is not a good predictor of responses to authority‐based ads. Rather, the extent to which a segment embraces or rejects traditional cultural values is more relevant.

This paper documents a notable exception to the value congruity hypothesis, i.e. a negative effect of authority‐based ads among young consumers in high PD cultures. It extends prior research and has implications for both theory and practice in global advertising.

This paper explores the effects of information technology (IT) on the eve of the third millennium, and its ramifications for labour organization, business and culture. IT is conceptualized as a catalyst for a period of seminal change within the global economy. The lack of IT awareness, social diversity and the need to tap the creative synergy of socio‐cultural differences, through the better understanding of IT effects on culture are highlighted. A need for self‐reflection and a critical examination of adopted management models, especially those within embedded ethnocentric contexts of shared beliefs, values and cognitive structures, are also explored. It is argued that organizations need to learn to manage cultural diversity. The need for development of organizational ideologies that build on cognitive structures, culturally sensitized to diversity, is central to a generic strategy for managing increasingly culturally diversified organizations comprising the globalized economy in the third millennium.