From the Atlantic to the Pacific Century: Cross-Cultural Management Reviewed

Abstract

This article reviews the areas of comparative and cross-cultural management and discusses the impact of cultural diversity on international organizational behavior. With the growing shift of business from the Atlantic to the Pacific Basin, East-West cultural differences are becoming increasingly significant. Research in developmental psychology, sociology, and anthropology shows that there are major differences among the cognitive processes of people from different cultures. In the era of the global corporation, cultural diversity has to be recognized, understood, and appropriately used in organizations. It is suggested that cross-cultural management would greatly benefitfrom comparative studies considering the impact of the cognitive aspects of culture on managerial practice.

National culture and the preference for management controls: An exploratory study of the firm—Labor market interface

“…This issue has arisen because much evidence exists that people from different countries have diverse work-related national cultures (Adler et al, 1986;Hofktede, 1980, 199 1;Kagitcibasi & Berry, 1989;Laurent, 1983), and that people of di.tTerent cultural origins have ditTerent attitudes toward, or reactions to, the same management controls (Bimberg & Snodgrass, 1988;Chow et al, 199 lb;Daley et a~, 1985;Harrison, 1992;Horovitz, 1980;Kreder & Zeller, 1988). These cultural differences suggest that management controls which are effective in one country may be ineffective, or even dysfunctional, in another.…”

The principle of congruity in the analysis of international business cooperation

“…Furthermore, a number of potential sources of conflict have been identified by looking at cross-cultural business interactions as well as through comparisons across cultures. Such sources of conflict range from differences on culturally-derived or culturally-embedded values (Chen, Mannix, & Okumura, 2003;Molinsky, 2007;Tinsley & Pillutla, 1998;Tinsley, 2001) and business practices or negotiation approaches (Adler, Brahm, & Graham, 1992;Graham, 1985;Liu, Friedman, & Hong, 2012), to cognitive styles (Abramson, Lane, Nagai, & Takagi, 1993;Adler, Doktor, & Redding, 1986;Redding, 1980) and interaction behaviors (Adair, Weingart, & Brett, 2007;Adler et al, 1992;Lee et al, 2006;Liu, Chua, & Stahl, 2010). …”

Organizational Culture in the Hospitality Sector: A Study of two organizations in Nagpur city

“…Culture Refers to something that is shared by all or almost all members of some social groups Adler (1986) 2 . Ouchi (1981) 9 defines organizational culture as Set of symbols, ceremonies and myths that communicate the underlying values and beliefs of the organization to its employees.…”