General theory of cultures' consequences on international tourism behavior

119

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Section: Discussionmentioning

confidence: 81%

“…First, researchers attempt to understand the behavior of organization's external actors, particularly consumers (Kent, 2005;Woodside et al, 2011). Second, studies examine and update capitalism literature by increasing diversity and coverage of research.…”

Section: Organizational External Environmentmentioning

confidence: 99%

On the use of qualitative comparative analysis in management

Kan

Adegbite

Omari

et al. 2016

119

“…Considering culture as a 'complex whole' (Tyler, 1871;Woodside et al, 2011, Woodside andZhang, 2013), this article approaches cultural behavior as joint sets of conditions which combine to a complex being and for this reason fuzzy-set Qualitative Comparative Analysis (fsQCA) provides an appropriate method (Ragin, 1987(Ragin, , 2009. Scholars from various disciplines and backgrounds (Fiss, Cambre and Marx, 2013;Homayouni, Tang Sai & Napsiah,2009;Kvist, 2007;Schneider and Wagemann,2012;) use fsQCA to classify societal and organizational behavior as well as cultural values (Fotiadis, Yeh & Huan, 2016;Ott and Kimura, 2016).…”

Section: Fuzzy Set Qualitative Comparative Analysis (Fsqca) -Resultsmentioning

confidence: 99%

“…Table 1 here The main criticism of Hofstede's work focuses on the constructs of the study due to the lack ofcorrespondence between the measurement items and conceptual definitions in the cultural dimensions (Javidan, House, Dorfman, Hanges and Sully du Luque. 2006;Woodside, Hsu and Marshall, 2011). The GLOBE study (House, Javidan, Hanges, and Dorfman, 2002;House, Hanges, Javidan, Dorfman, and Gupta, 2004) as the most recent international study which counteracts this criticism still uses the classifications for power distance, collectivism, uncertainty avoidance, time-orientation and adds humane-and performance-orientation to make it relevant for leadership and organizational studies.…”

Section: Cultural Dimensionsmentioning

confidence: 99%

A configurational and experimental approach to compare British and Chinese cultural profiles of generation Y

Ott

Gates²,

Lei

et al. 2016

This study provides new activity-based classifications for cultural differences and similarities, in contrast to the cultural dimensions of hierarchy, group behavior, uncertainty avoidance and timeorientation. In terms of cultural activity types, Lewis (1999) distinguishes linear-active, multi-active and reactive cultures. Moving away from a country perspective based on political boundaries to a cultural community approach, it is not only time-orientation, but also the way cultures communicate, negotiate, and contract that shape activity types. This article conceptualizes, hypothesizes and tests observations with a set-theoretic tool -fuzzy set QCA. The analysis focuses on two distinct cultural profiles -the British and Chinese. The outcome of the configurational and experimental analysis shows that young managers from Britain and China have more similarities than differences.

“…Geckhamer (2011) and Kvist (2007) use fsQCA to analyze and classify types. Woodside et al (2011) and Woodside and Zhang (2013) use it for consumer behavior and provide new insights into behavioral issues. The results of recent articles (Geckhamer, 2011, Kvist, 2007Pajunen, 2008;Schneider, Schulze-Bentrop and Paunescu 2010) show the strength of a configurational approach.…”

Section: Fuzzy Set Analysismentioning

confidence: 99%

A set-theoretic analysis of negotiations in Japanese MNEs: Opening up the black box

Ott

Kimura

2016

This article deals with international negotiations in multinational enterprises (MNEs), in particular the HQ-subsidiary negotiations. The theoretical part of the intercultural negotiation framework (Ott, 2011) highlights the potential for MNE negotiation analysis. An empirical investigation into Japanese MNE negotiations strengthens the theory. Different time perceptions and strategies influence HQ-subsidiary negotiations. The outcome of the fuzzy set Qualitative Comparative Analysis (fsQCA) shows that an integrative approach needs a higher offer with a margin of at least 20% to cover for relationship building, patience and trust.