Elgar Encyclopedia of Cross-Cultural Management

Edited by Audra I. Mockaitis, Professor of International Business, School of Business, Maynooth University, Ireland and Christina L. Butler, Professor of Management, Kingston Business School, Kingston University London, UK

• ContentsPreface: transcending traditional approaches to cross-cultural management xiiiAudra I. Mockaitis and Christina L. ButlerCONCEPTUALIZATIONS AND COMPONENTS OF CULTURE1.1 Cultural archetypes 11.2 Cultural norms 51.3 Delineations of culture 81.4 The evolution of Hofstede’s model 131.5 GLOBE research programme 221.6 GLOBE 2020 321.7 Migration culture 401.8 Societal culture 431.9 Time 471.10 Within-country regional cultures 50SIMILARITIES AND DIFFERENCES ACROSS CULTURES2.1 CAGE framework 562.2 Convergence 592.3 Crossvergence 612.4 Cultural distance 662.5 Divergence 692.6 Ingroups, outgroups 72INTERACTING ACROSS CULTURES3.1 Cross-cultural compassion 773.2 Ethnic accents 813.3 Empathy 853.4 Intercultural communication 883.5 Intercultural communication skills 923.6 Intercultural training methods 963.7 Intuition and culture 1003.8 Linguistic approaches to cross-cultural management 103DEVELOPING CULTURAL AWARENESS4.1 Comprehensive Global Acculturation Model 1094.2 Cultural intelligence 1124.3 Behavioural cultural intelligence 1144.4 Cognitive cultural intelligence 1174.5 Metacognitive cultural intelligence 1204.6 Motivational cultural intelligence 1234.7 Culture shock 1264.8 Salutogenesis 1294.9 Social learning theory 1324.10 The U-Curve model of adjustment 1344.11 Unconscious bias 137CULTURAL IDENTITY AND DIVERSITY5.1 Biculturalism 1415.2 Cosmopolitan disposition 1445.3 Critical perspectives on inclusion 1475.4 Cultural diversity at work 1505.5 Diaspora 1545.6 Insider status 1595.7 Interculturalism 1615.8 Intersectionality 1645.9 Intracultural diversity 1685.10 Multiculturals 1745.11 N-culturalism 179THE CROSS-CULTURAL MANAGEMENT OF PEOPLE6.1 Bicultural leadership 1846.2 Cultural competence in global teams 1896.3 Culture and teams 1916.4 Expatriate adjustment 1956.5 Expatriate management 1996.6 Global careers 2026.7 Global virtual teams 2056.8 Host-country nationals 2146.9 Parent-country nationals 2166.10 Reluctance to lead 2186.11 Self-initiated expatriates 2236.12 Skilled migrants 2266.13 A status cues approach to global team culture 2286.14 Third-country nationals 231ORGANISATIONAL AND INSTITUTIONAL PERSPECTIVES7.1 Cross-cultural alliances 2357.2 EPRG model 2437.3 Informal networks 2467.4 Multinational control 2487.5 Organisational culture 2537.6 Organisational culture change 258PERSPECTIVES ON CROSS-CULTURAL MANAGEMENT8.1 Compassion fatigue 2628.2 Constructive intercultural management 2668.3 Critiques of cross-cultural management 2728.4 Cultural diplomacy 2768.5 Cultural sensemaking 2788.6 Etic and emic 2808.7 Functional, (neo-)Institutional, and Critical Event (FICE) perspectives 2838.8 Intercultural structuration 2918.9 Interpretive cross-cultural management 2998.10 Positive cross-cultural management 3058.11 Recontextualisation 3088.12 Vulnerable researcher 313

‘Bringing together such an array of talent in cross-cultural management scholarship is a real achievement. If you are a student new to cross-cultural management studies, you will find here a solid foundation for exploring issues, concepts and theories from experts in their field. If you are a seasoned scholar, this Encyclopedia brings a fresh perspective, a basis to explore new ideas together with reassessing accepted wisdoms.’