Cross cultural management a perspective in

Practitioners of cross-cultural studies often use the term cross-culturalism to describe discourses involving cultural interactivity, or to promote or disparage various forms of cultural interactivity.


Overall recommendations from these four case studies, according to Holden, include the need to build participative competence in knowledge workers, create appropriate cross-cultural interfaces eg. The book consists of three parts. Much of the material in the book revolves around four case studies which highlight the different ways in which culture is being perceived and managed in knowledge-intensive industries.

Construction services company Sulzer Infra leveraged the role of headquarters in creating a team-based performance culture by forming the Sulzer Infra Academy in to enable cross-border exchange of experience, sharing of information and continuous renewal with specific aims like assisted bidding for big contracts.

Although disagreement over what constitutes a "significant" cultural divergence creates difficulties of categorization, "cross-cultural" is nevertheless useful in identifying writers, artists, works, etc.

Cross-cultural studies[ edit ] Cross-cultural studies is an adaptation of the term cross-cultural to describe a branch of literary and cultural studies dealing with works or writers associated with more than one culture. The corporate culture of Matsushita Electric is profoundly influenced by its founder, Knosuke Matsushita.

Leadership and Change Management

Nevertheless, cross-culturalism is a fundamentally neutral term, in that favorable portrayal of other cultures or the processes of cultural mixing are not essential to the categorization of a work or writer as cross-cultural. As global competition intensifies, cross-cultural knowledge will become more and more important.

The author tries to move away from describing cultural difference and how to manage them and towards a view of culture as an value to be exploited and benefited from.

The author wishes for a large impact on the field, though, I doubt it will have that. Thus, the term is not usually applied in cases involving crossing between European nations, or between Europe and the United States.

The 14 special facilitators function as cross-cultural change agents, aimed at overcoming Cross cultural management a perspective in communication gap between corporate headquarters and local units.

Professor Santora has also done corporate training for several large multinational companies in Italy and Spain. Knowledge work in multicultural contexts needs a style of management that is more magnanimous, and focuses more on coaching and encouraging than ordering and directing.

Travel literature also makes up a substantial component of cross-cultural literature. Culture is a form of organisational knowledge, and should not be viewed as a source of difference and antagonism, according to Holden.

Western companies and local Chinese managers can fail to come to agreement over issues regarding business relationships and negotiations.

In the first part he also quickly overviews the knowledge management field as he is trying to adopt a knowledge management perspective to cultural management by looking at culture as knowledge that can be applied to a useful purpose achieving business goals.

To the extent that cultures are national, the cross-cultural may be considered as overlapping the transnational. I felt the author succeeded only in part, and in part he complicated the subject unnecessary e. The first wave of Western consultants in Russia were perceived as arrogant, ignorant of local conditions, and almost seen as spies.

Popular examples included Ourselves Among Others: Key knowledge transfer learnings include the importance of proper briefings about the objectives of seminars and workshops, leadership support from the top, feedback channels from participants, and the value of mixing different kinds of activities ranging from music to paintings so as to reduce cultural unease.

Like multiculturalism, cross-culturalism is sometimes construed as ideological, in that it advocates values such as those associated with transculturationtransnationalismcosmopolitanisminterculturalismand globalism. On the other hand, companies like Nokia appreciate the inputs of knowledgeable outsiders to help it discern future trends, and it has made English its official language.

The studies are said to be the basis for the rest of the book, however I felt the author was only sparsely referring back to them and often in a shallow way.

Learning and unlearning behaviours are both important. The third part was perhaps the most interesting. The comparative sense is implied in phrases such as "a cross-cultural perspective," "cross-cultural differences," "a cross-cultural study of KM as well as cross-cultural management. At times, he dives into concepts and goes on and on where the point was already made in the first sentence.

For instance, the early years of the DaimlerChrysler merger were marred by engineer defections, clashes of management styles, and serious differences of opinion about mutual project involvement.

Personally I felt the last chapter to be the most useful, where the author summarizes the main concepts of earlier chapters and shows how they relate and what impact they have on the field of cross-cultural management. Assessment methods include surveys, audits and organisational diagrams.

Among the more prominent examples are the International Association for Cross-Cultural Psychology IACCPestablished in "to further the study of the role of cultural factors in shaping human behavior," and its associated Journal of Cross-Cultural Psychologywhich aims to provide an interdisciplinary discussion of the effects of cultural differences.

The material is thoroughly referenced, and divided into 12 chapters covering issues like anthropological influences on culture studies, corporate learning histories, cross-lingual communication, international management and business strategy.

He has done postdoctoral work at Harvard, Princeton, and New York University, and serves on nine international academic editorial boards. Cross-culturalism in literary and cultural studies is a useful rubric for works, writers and artists that do not fit within a single cultural tradition.

His research focuses on coaching, leadership, executive succession and leadership transition in non-profit organizations, family businesses, managing and leading change, and teams.

Customer reviews

The last chapter made me glad that I actually finished the book and also let me change my rating to three stars, which means, this book does what is claims to do.

He founded and served as Managing Director of two for-profit companies, and has consulted to more than two dozen non-profit organizations and major corporations in Europe and the US.PDF | Purpose – The aim of this paper is to present the results of a survey administered across 23 countries that examines quality priorities, practices and performance by adopting Hofstede's.

Sep 05,  · Leading a Brainstorming Session with a Cross-Cultural Team. Leadership & Managing People Digital Article. Cross-cultural management Magazine Article. Harvard Business Review Staff. A perspective on gender in management: The need for strategic cross-cultural scholarship on women in management and leadership Culture and context matter: gender in international business and management.

What Is Cross Cultural Management?

Knowledge Management > Book Reviews > Cross-Cultural Management: A Knowledge Management Perspective >. Cross-Cultural Management: A Knowledge Management Perspective.

By Nigel Holden. FT/Prentice-Hall, Pearson Education, London. Cross cultural management involves managing work teams in ways that considers the differences in cultures, practices and preferences of consumers in a global or international business context.

Many businesses have to learn to modify or adapt their approaches in order to compete on a level in fields. This perspective based on extensive research into the operations of four major international corporations, challenges traditional thinking by contending that cross-cultural management is a form of knowledge management.

Cross cultural management a perspective in
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