Query: cross-cultural management

title: Four pillars of cross cultural management A systematic literature review
abstract: In the 1960s, markets became global, firms became more international, and cross border joint ventures increasingly provided firms with opportunities to rapidly expand geographical market participation. Culturally diverse settings, and the challenges linked to these, have become the focus of scholarly conversations. The importance of Cross cultural management (CCM) significantly grew. The purpose of this paper is to review CCM related studies and to map all the relevant areas. Summary is made of 95 sources consisting top tier journals' research papers and management scholars' texts in order to increase understanding in this underresearched field. From many interlinked disciplines, four major ones are identified and detailed in this paper: psychology, anthropology, international business and strategic management. Based on the analysis, the current understanding of CCM is discussed, and promising ways of further research are identified that can further advance the conversation on CCM.

title: Cross cultural management scholarship and the coronavirus crisis
abstract: As social scientists we are interested in societal issues and how to address them and solve them. There is no bigger issue on a global scale today than the COVID 19 pandemic. It is an international issue that has to be managed at an international, national and local level, ideally in cooperation and coordination. It also has to be understood not simply as the cause but as a symptom, not least of globalisation and international hyper mobility. There is evidence that there are severe shortcoming in the way this is being managed in terms of the cultural and political narrative around it, as well as the strategy, planning and future outcomes. As cross cultural management scholars we may be able to help. Coronaviruses in humans are passed on from animals. But more importantly, in a globalised world they are transmitted from person to person in close proximity, over thousands of miles. In the case of the latest SARS CoV 2, it appears to have been derived from a bat borne virus via an intermediary animal such as a pangolin, one of the most poached and trafficked mammals in the world (Lam et al. 2020) These animals are threatened by heavy deforestation of their natural habitats. In a Guardian article John Vidal (2020) argues that environmental degradation brings more and more exotic species into direct contact with humans after the destruction of their natural habitats. The Ebola outbreak (see WHO, 2020) initially in 1976 in Zaire/DRC, having a mortality rate of up to 88% is a case in point of animal to human transmission that is likely a result of human destruction of biodiversity, of human activity in the business world. Vidal argues that it was 'human activity, such as road building, mining, hunting and logging that triggered the Ebola epidemics He refers to David Quammen's (2020) article in the New York Times, who writes:

title: Validation of the Mediation Effect Between Cross Cultural Management and Employee Identification
abstract: Corporate culture faces a variety of cross cultural challenges across the globe. Every culture retains and maintains different norms and customs, which are totally unique and different from other cultures. Consequently, employees from different cultures often experience various cross cultural issues and challenges while working in transnational organizations where employees are needed to understand how people from diverse cultures must work together.  The study used mixed research methodology for meeting the paper goals. Both positivism and phenomenology look relevant in a sense that they individually and collectively satisfy the paper objectives. To test mediation and moderation, the authors have used various hypotheses through collecting the sample size of 600 out of 6000 employees working for an Asian group encompassing more than 200 companies. Moderation and mediation strategic management research methods were used with the American Industrial Group in Asia as the setup of the study. Hypotheses were tested on effects of new corporate culture based learning on the perception of social norms, learning attitude, self efficacy, and social values. Additional hypotheses were also tested on the effects of perception of social norms, learning attitude, self efficacy, social values, and psychological control on change intention.  Perceived social norms directly affect the willingness to change as they have been used as mediating variables. Therefore, social norms affect corporate norms.  The paper shows how mediation and moderation are understood and applied through understanding the relationship between local culture and corporate culture. The findings reveal how local culture affects corporate culture. However, there are certain limitations of the study; this includes that the study scope has mostly focused on an Asian context, therefore, it may not be applicable to other continents.

title: Measuring Cultural Dimensions for Cross Cultural Management: Corporate Governance Outlook
abstract: The unobservable nature of the national culture is one of the main limits of research studying the impact of values systems' in management sciences. This is why we aim in this study to identify a measure to three cultural dimensions namely, individualism (IND) masculinity (MASC) and long term orientation (LTO) Our methodology is based on structural equation modeling (SEM) under LISREL approach, where latent variables are economic and demographic characteristics. Findings for the cross national study over a period of 7 years including Tunisia, France, and Canada show that ecological indicators are able to determine studied cultural dimensions. However, due to the dynamic character of culture, some studied indicators are no longer the same as identified in prior studies.

title: A Study on Cross Cultural Management of FAW Volkswagen
abstract: With the deepening of Economic Reform and Open up, more and more foreign funded enterprises come to China to invest and set up Sino foreign joint ventures. Due to the differences in cultural backgrounds between the two sides of Sino foreign joint venture, cultural conflicts are inevitable. Proper cross cultural management mechanism is the most effective measure to eliminate cultural conflicts in Sino foreign joint ventures, while the complex business environment and the diverse personnel structure are the problems that cross cultural management faces. FAW Volkswagen Automotive Co. Ltd. (hereinafter referred to as FAW Volkswagen) as one of the most successful large scale Sino foreign joint ventures in China, has accumulated a lot of fruitful experience in the field of cross cultural management. Its cross cultural management experience is a good reference for other Sino foreign joint ventures. Based on Corporate Culture Theory, Cross Cultural Management Theory, and the cross cultural management experience of FAW Volkswagen, this paper will propose a general cross cultural management model applicable to other Sino foreign joint ventures.

title: CROSS CULTURAL MANAGEMENT, A TOOL FOR ORGANIZING THE CROSS CULTURAL INTERACTION

title: Parents' Perceptions and Management of Children's Learning of Chinese as a Heritage Language: A Case Study of Cross cultural Families in Australia
abstract: Parents play an important role in children's learning of their heritage language (HL) in immigrant countries. Fostering HL learning is a hard task for parents, particularly in immigrant families, and this difficulty is exacerbated in cross cultural families. The existing studies have not fully addressed the importance of consistent parental perceptions and language management in children's HL learning. This gap is particularly clear in the research concerning learning Chinese as an HL among cross cultural families' children living in English speaking immigrant countries such as Australia. The present qualitative study used semi structured interviews to fill this gap by examining the perceptions and language management strategies of three cross cultural families in Australia whose children are learning Chinese as one parent's HL. The results suggest that, in English countries, Chinese background and non Chinese background parents in cross cultural families have quite different opinions about their children learning Chinese, which are reflected in their dissimilar language management strategies. The results highlight the importance and challenges of developing a stable family language policy in cross cultural families in order to maintain their children's HL learning.

title: Cross Cultural Issues and Human Resources Management in BRIC Countries
abstract: The BRICS market is a significant economic block, accounting for over 40% of the world population and over 20% of global GDP. International companies are eager to do business. Cross cultural issues, however, can be barriers in human resource management (HRM) and slow the process to achieve credibility among local employees, particularly if Western approach is adopted among local employees. This study focuses on exploring cross cultural problems in emerging markets, such as Brazil, Russia, India, and China, or infamously known as BRIC, using Hofstede 's expertise to recognise local values that influence HRM periscope and recommend HRM approaches that can be taken to meet local employee standards. From the study, multinational companies are recommended to use the RBV strategy to achieve competitive advantage and local integration. By highlighting the descriptive analysis of the systematic literature approach and using web tool research, a critical assessment of findings shows that each BRIC country has its specific culture and challenge embedded in local culture. Therefore, fully understanding local values are very useful in coping with contrasts and spot opportunities.

title: Cross cultural management research: Topics, paradigms, and methods A journal based longitudinal analysis between 2001 and 2018
abstract: Cross cultural management (CCM) research comprises a variety of disciplines with different thematic, paradigmatic, and methodological assumptions. Since there has been no systematic analysis of the development of topics, paradigms, and methods, this article draws a landscape of these analyzing 777 articles published in two leading journals between 2001 and 2018. Results show that corporate culture, human resource management, and cultural dimensions are main topics in CCM and that positivist and quantitative papers outweigh interpretive and qualitative articles. We examine a convergence of the positivist and interpretive paradigm in 2016 and 2017, what might indicate a possible upcoming paradigmatic shift in CCM. However, positivist articles rise again since 2017. Using computer aided tools, this study serves as a basis for future literature reviews.

title: Cross cultural management: The context is our content
abstract: Within the editorial pages of International Journal of Cross Cultural Management, we have asserted the need for cross cultural management to be seen and understood in its context. In fact our assertions have gone further than this in saying that the context and the content of our studies are the same. By its very nature, within the social sciences, the content of what we study also provides the context within which we study it. This is because our focus of study is society and people within society, people interacting and creating and recreating their social reality. As scholars and researchers we also interact within this social context, and for international scholars globalization connects us with the subject of our study. Hence it is not just that a critical approach seeks to make sense of culture in its context as Soderberg and Holden (2002) stressed in this Journal many years ago. The context is our content. This appears fundamental to scholarship and research that looks critically at how we study culture and cultural interactions. Yet integrating context into critical scholarship requires an examination of the political nature of our work, as it is grounded within this context.