CROSS-CULTURAL MANAGEMENT OF INTERNATIONAL CORPORATIONS

Cross Cultural Management

Behavior Prescriptions versus Professional Identities in Multi-cultural Corporations: A Cross-cultural Computer Simulation

There is a strong focus on cognitive, language based, information processing in organizations. Acknowledging the gut decision of managers, this article introduces a symbolic interactionist framework that allows the investigation of organizational behavior based on affective meaning. Unlike most symbolic interactionist approaches, affect control theory is based on rigorous mathematical formaliza...

Cross-cultural Communication and International Development Ethics

Is cross-cultural communication and criticism possible? This question is important question, since, if such cross-cultural practice is not possible, then development ethics, which applies ethical reflection to the ends and means of development, could only be used by citizens of a given country to think critically about their own country’s development goals and strategies. By contrast, if cross-...

Cross-Cultural IS Adoption in Multinational Corporations: A Study of Rationality

A common claim in the literature on Information Systems’ implementation in the context of less developed economies or so-called “developing countries” is that the “Western” technology is at odds with the local cultural context, in particular it is believed to mismatch local rationality in the sense of the accepted ways of doing things. In this paper we investigate IS implementation in a company...

Foundations of Cross-Cultural Knowledge Management

Knowledge Management (KM) has been developed since the early 1990s by both researchers and practitioners. It is not surprising to KM researchers that the relationship between Knowledge Management (KM) and Cross-Cultural Management (CCM) started to be widely studied, since globalization has become a keen interest in every study on management. As such, we looked into this relationship, and recogn...