The Cultures Of International Management

González, Carlos Besteiro

doi:10.19030/iber.v7i7.3275

Cited by 3 publications

(3 citation statements)

References 106 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Multinational companies (MNCs) depend on their ability to manage workforces located in different host countries (Dowling and Welch 2004). Leadership is critical here, and the notion of cross-cultural diversity in the realm of leadership has been proposed by several researchers (Haire, Ghiselli and Porter 1966;Hofstede 1976Hofstede , 1980Bass 1990;Gonzalez 2008). Yet, whilst universally accepted leadership behaviours may exist across cultures, attention needs to be paid to cultural contingencies at both the national and organisational level (Hofstede 1980;House et al 1999;Dorfman, Hanges and Brodbeck 2004;Ashkanasy 2007) as well as other variables (Rowley and Ulrich 2012a,b).…”

Section: Introductionmentioning

confidence: 99%

Leadership styles and generational effects: examples of US companies in Vietnam

Cox

Hannif

Rowley³

2013

The International Journal of Human Resource Management

View full text Add to dashboard Cite

Leadership styles are an important issue for a range of areas, including business and management. One aspect of this is the influence of the age of people on their receptivity to leadership styles. Yet, research on this area using Asian contexts is limited. Consequently, our research looks at the generational effect in the reception of leadership styles -performance-oriented and participative. In particular, we examine the different value orientations of age cohorts and their reception to different leadership styles in Vietnam. First, we outline three strands of literature, namely culture and leadership, generation as a subculture and Vietnam as a context for the transfer of leadership styles. Second, our research methodology is detailed. Third, our empirical research using case study methods is presented. Our results cover the characteristics of three main age cohorts: the resilience of the pre-1975 born, the adaptability of 1975 -1986 born and the arrival of the post-1986 born. Following the discussion and implications, we provide some brief conclusions.

show abstract

Section: Introductionmentioning

confidence: 99%

Leadership styles and generational effects: examples of US companies in Vietnam

Cox

Hannif

Rowley³

2013

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

“…Although it is daily business for companies to break down geographic borders and hire people from different cultural backgrounds (Ascalon, et al, 2008), scientific definitions, measurements, and conclusions are diverse. There is no uniform understanding of culture yet (Hofstede, 2006;Tsui, et al, 2007), which leads to a continuous debate about the theory of culture, related methodologies, and effects (Gonzalez, 2008). Tylor (1977) entitled culture as "that complex whole which includes knowledge, belief, art, law, morals, customs and any capabilities and habits acquired by a man as a member of society."…”

Section: Cultural Diversitymentioning

confidence: 99%

Conflict Costs in National and International Business: A Comparative Analysis

Dirrler,

Podruzsik

2023

Foundations of Management

View full text Add to dashboard Cite

Studies presented the importance of conflict costs. Cultural diversity adds more complexity to working groups, fostering conflict. The aim of this research is to investigate how cultural diversity affects conflict costs, measured in terms of lost time & cost amplifiers. Data was collected through an online survey with 490 respondents for national conflicts and 185 respondents for culturally diverse conflict situations. The differences between the two groups are explored by examining their impact on conflict cost amplifiers and the costs themselves. We found that intercultural diversity increases the number of conflicts per year. However, cultural heterogeneity did not affect conflict intensity, duration or the time spent on cost variables. This research is the first one to investigate the effects of cultural diversity on different facets of conflict costs. The results demonstrate the potential, as well as the need for further research.

show abstract

“…Synchronous with these developments is the challenge of managing a diverse workforce (Cox et al, 2014). As a result, leadership is critical, as is the concept of crosscultural diversity in the domain of leadership proposed by several scholars (Haire et al, 1966;Hofstede, 1976Hofstede, , 1980Bass & Stogdill, 1990;Gonzalez, 2008). While universally accepted leadership behaviors may exist across cultures, attention needs to be paid to cultural contingencies especially in a cross-cultural setting (Hofstede, 1980).…”

Section: Introductionmentioning

confidence: 99%

The Effect of Ethical Leadership on Employee Motivation and Employee Job Performance: a Cross Cultural Study

Edevbie,

L. McWilliams

2023

IJBMS

View full text Add to dashboard Cite

This research was a cross-cultural study where we explored the impact of ethical leadership on employee job performance. We evaluate the direct relationship and the indirect relationship whereby employee motivation was used as a mediating construct. The aim was to determine if group differences existed between the two groups of the study: US participants and Nigerian participants. Three research questions guided this study: Is there a direct relationship between ethical leadership and employee job performance? What impact does employee motivation have on the relationship between ethical leadership and employee job performance? Does the relationship differ across cultural boundaries? Path analysis and multi-group analysis were used to test the hypotheses. Our results showed that there was a statistically significant direct relationship between ethical leadership and employee job performance for the combined group and the Nigerian group. However, the direct relationship was not significant for the US group. Further, the results showed that employee motivation mediated the relationship between ethical leadership and employee job performance for the combined group, the US group, and the Nigerian group. Our results were consistent with the results from other researchers who showed that cultural norms have a significant impact on employee job performance, and the type of leadership style implemented that may promote high employee job performance with one culture may have negative impact with another.

show abstract

The Cultures Of International Management

Abstract: In this paper I present an approach based on Cultural

Cited by 3 publications

References 106 publications

Leadership styles and generational effects: examples of US companies in Vietnam

Leadership styles and generational effects: examples of US companies in Vietnam

Conflict Costs in National and International Business: A Comparative Analysis

The Effect of Ethical Leadership on Employee Motivation and Employee Job Performance: a Cross Cultural Study

Contact Info

Product

Resources

About