Search results

1 – 10 of 72
To view the access options for this content please click here
Article
Publication date: 9 August 2011

Frederik Claeyé and Terence Jackson

The purpose of this paper is to report the findings of a broad‐based study that initially investigated a possible gap in global inputs into the fight against HIV/AIDS and…

Abstract

Purpose

The purpose of this paper is to report the findings of a broad‐based study that initially investigated a possible gap in global inputs into the fight against HIV/AIDS and TB co‐infection, and outputs in terms of results achieved. It is proposed that such a gap may be hypothesized to be due, at least in part, to inappropriate management regimes within the global health governance structure. The research does not simply question the effectiveness of the management of programs and projects, but rather the inappropriateness resulting from the lack of addressing cross‐cultural issues.

Design/methodology/approach

The factors facilitating or hampering project service delivery were examined, by looking at 12 case studies in Botswana and South Africa. These data were complemented with seven semi‐structured interviews with donor organizations and NGOs, conducted in the North. Cultural interactions were investigated by using the concept of “interfaces”.

Findings

The results suggest that there is a disjuncture between the global and local level that affects project delivery. The main issues hampering project outcomes can be summarized as systemic, structural and cultural.

Originality/value

The article's main contributions are both theoretical, looking at global project delivery from a cross‐cultural management perspective, as well as to development praxis by highlighting the need to focus more critically on cross‐cultural management issues within the global health governance structure, and indeed within international development as a whole.

Details

Journal of Health Organization and Management, vol. 25 no. 4
Type: Research Article
ISSN: 1477-7266

Keywords

To view the access options for this content please click here
Article
Publication date: 5 July 2011

Terence Jackson

Hofstede's theory may be problematic from both a methodological/theoretical and practical view when applied to the 80 per cent of the globe we term developing. It is…

Downloads
6385

Abstract

Purpose

Hofstede's theory may be problematic from both a methodological/theoretical and practical view when applied to the 80 per cent of the globe we term developing. It is necessary to break out of an epistemic paradigm and a “view from nowhere” in order to focus on multiple layers of cultural interfaces within power dynamics that influence the nature of hybrid organizations and individual cultural identity. The purpose of this paper therefore is to develop a theory of cross‐cultural interfaces.

Design/methodology/approach

Cross‐cultural values theory provides a blunt instrument in Africa, does not take into account global dependencies and is not able to analyse local perceptions of reality within a context of these dependencies. A theory of cultural interfaces is developed that incorporates an Aristotelian phronetic approach to social science.

Findings

This moves away from the universals of analytical rationality towards practical value‐rationality that considers culture from a context‐dependent viewpoint, provides a synthesis for cultural‐institutional approaches, and engages researchers beyond merely looking at differences in cultures and the consequences, and towards what should be done about issues that arise.

Originality/value

By providing an example of how cultural interfaces may be researched, and discussing the associated conceptual issues, it is hoped that this paper will help to move forward the debate about cross‐cultural management.

Details

Journal of Organizational Change Management, vol. 24 no. 4
Type: Research Article
ISSN: 0953-4814

Keywords

To view the access options for this content please click here
Article
Publication date: 10 February 2012

Slawek Magala

Downloads
529

Abstract

Details

Journal of Organizational Change Management, vol. 25 no. 1
Type: Research Article
ISSN: 0953-4814

To view the access options for this content please click here
Article
Publication date: 1 August 1995

Terence Jackson

Investigates cross‐cultural differences between European managementlearners in a French grande école using empiricalresearch with five national groups. Tests a proposition…

Downloads
4736

Abstract

Investigates cross‐cultural differences between European management learners in a French grande école using empirical research with five national groups. Tests a proposition that cross‐cultural differences exist within each of Kolb′s learning cycle stages, rather than between them. Finds support for this. Provides tentative learning “profiles” and makes suggestions for future questionnaire scale development.

Details

Journal of Management Development, vol. 14 no. 6
Type: Research Article
ISSN: 0262-1711

Keywords

To view the access options for this content please click here
Article
Publication date: 1 August 1998

Terence Jackson and Mette Bak

With an increasing number of foreign enterprises operating in China, there is a need to focus on the motivation of Chinese workers in such enterprises, and the way that…

Downloads
18552

Abstract

With an increasing number of foreign enterprises operating in China, there is a need to focus on the motivation of Chinese workers in such enterprises, and the way that human resource management practices address Chinese work values and motivational factors. Problems of productivity and retention of employees have been reported which reflect on the ways foreign companies attempt to motivate Chinese employees, often relying on practices drawn from concepts which work in the West. This article first looks at such Western practices, explaining why they might not work in a Chinese context. Chinese work values and motivation are compared with these approaches and propositions advanced to indicate how Chinese employees may be motivated. These are then compared with current practices and attitudes within foreign firms and joint ventures in China. For the latter a study of 13 companies in Beijing is reported, and the efficacy of policies and practices is questioned. Recommendations include the need for organisations to affect structural and policy changes in the areas of rules and procedures, reward systems, corporate identity and career planning. The provision of appropriate expatriate manager training is also suggested.

Details

Journal of Organizational Change Management, vol. 11 no. 4
Type: Research Article
ISSN: 0953-4814

Keywords

Content available

Abstract

Details

Journal of Organizational Change Management, vol. 24 no. 4
Type: Research Article
ISSN: 0953-4814

Content available
Article
Publication date: 8 February 2013

Downloads
97

Abstract

Details

Journal of Organizational Change Management, vol. 26 no. 1
Type: Research Article
ISSN: 0953-4814

To view the access options for this content please click here
Article
Publication date: 1 July 2003

Pamela Mounter

Communication with people from different cultures, yet who may well speak English, requires sensitive listening skills and a strategic understanding of the organisation’s…

Downloads
3204

Abstract

Communication with people from different cultures, yet who may well speak English, requires sensitive listening skills and a strategic understanding of the organisation’s needs. The communication manager must win the confidence of senior managers to help them deliver business objectives in a multicultural environment.

Details

Journal of Communication Management, vol. 7 no. 3
Type: Research Article
ISSN: 1363-254X

Keywords

To view the access options for this content please click here
Article
Publication date: 1 May 2008

Robert J. Taormina and Jennifer H. Gao

Work enthusiasm and organizational socialization (Training, Understanding, Coworker Support, and Future Prospects) were compared in two predominantly Chinese regions…

Abstract

Work enthusiasm and organizational socialization (Training, Understanding, Coworker Support, and Future Prospects) were compared in two predominantly Chinese regions, i.e., Macau (a former Portuguese territory in China) and Zhuhai in the People’s Republic of China. Data were collected from 276 (96 Macau and 180 Zhuhai) full‐time, line‐level, ethnic Chinese employees in the two regions. Results revealed the Zhuhai employees to be much more enthusiastic at work. The Zhuhai employees also evaluated Training, Understanding, and Future Prospects more highly than did the Macau employees (no differences were found for Coworker Support). Regression analyses revealed Future Prospects to be the strongest predictor of work enthusiasm in Zhuhai, while education and years on the job explained most of the variance for work enthusiasm in Macau. The results of the comparisons are discussed in terms of the similarities and differences in the cultures and economic development of the regions.

Details

Journal of Asia Business Studies, vol. 2 no. 2
Type: Research Article
ISSN: 1558-7894

Keywords

Content available
Article
Publication date: 15 February 2008

Downloads
526

Abstract

Details

Journal of Organizational Change Management, vol. 21 no. 1
Type: Research Article
ISSN: 0953-4814

1 – 10 of 72