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Literature Summary Managing Cultural Differences (MCD)
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This summary contains all mandatory scientific articles and discusses the key findings and contributions of the research in a structured fashion.
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Managing Cultural Differences LiteratureContents
P. CHRISTOPHER EARLEY & ELAINE MOSAKOWSKI: TOWARD CULTURAL INTELLIGENCE: TURNING
CULTURAL DIFFERENCES INTO A WORKPLACE ADVANTAGE (W1).....................................................3
MANSOUR JAVIDAN, MARY TEAGARDEN & DAVID BOWEN: MANAGING YOURSELF: MAKING IT
OVERSEAS (W1).................................................................................................................................5
ANDERS KLITMØLLER & JAKOB LAURING: WHEN GLOBAL VIRTUAL TEAMS SHARE KNOWLEDGE:
MEDIA RICHNESS, CULTURAL DIFFERENCE AND LANGUAGE COMMONALITY. (W1)..........................6
SHALOM H. SCHWARTZ: A THEORY OF CULTURAL VALUE ORIENTATIONS: EXPLICATION AND
APPLICATIONS (W2)..........................................................................................................................9
GEERT HOFSTEDE: DIMENSIONALIZING CULTURES: THE HOFSTEDE MODEL IN CONTEXT (W2)........11
BEUGELSDIJK, KOSTOVA & ROTH: AN OVERVIEW OF HOFSTEDE-INSPIRED COUNTRY-LEVEL
CULTURE RESEARCH IN INTERNATIONAL BUSINESS SINCE 2006. (W2).............................................13
BRETT, BEHFAR & KERN – MANAGING MULTICULTURAL TEAMS (W3)............................................14
MOLINSKY – CROSS-CULTURAL CODE-SWITCHING: THE PSYCHOLOGICAL CHALLENGES OF
ADAPTING BEHAVIOR IN FOREIGN CULTURAL INTERACTIONS (W3)................................................15
HORFMAN ET AL. – LEADERSHIP IN WESTERN AND ASIAN COUNTRIES: COMMONALITIES AND
DIFFERENCES IN EFFECTIVE LEADERSHIP PROCESSES ACROSS CULTURES (W3)................................16
PANKAJ GHEMAWAT – THE COSMOPOLITAN CORPORATION (W4).................................................17
CLAUDIA OBADIA – FOREIGNNESS-INDUCED COGNITIVE DISORIENTATION (W4)............................18
YILDIZ & FEY – ARE THE EXTENT AND EFFECT OF PSYCHIC DISTANCE PERCEPTIONS SYMMETRICAL IN
CROSS-BORDER M&AS? EVIDENCE FROM A TWO-COUNTRY STUDY. (W4)......................................19
THOMAS DONALDSON - VALUES IN TENSION: ETHICS AWAY FROM HOME (W5)............................21
CAPUTO, AYOKO & AMOO – THE MODERATING ROLE OF CULTURAL INTELLIGENCE IN THE
RELATIONSHIP BETWEEN CULTURAL ORIENTATIONS AND CONFLICT MANAGEMENT STYLES. (W5) 22
GUNKEL – CULTURAL VALUES, EMOTIONAL INTELLIGENCE, AND CONFLICT HANDLING STYLES: A
GLOBAL STUDY (W5)........................................................................................................................23
,OSLAND, DELANO & JACO - BEYOND SOPHISTICATED STEREOTYPING: CULTURAL SENSEMAKING IN
CONTEXT (W6).................................................................................................................................25
DEVINNEY & HOHBERGER – THE PAST IS PROLOGUE: MOVING ON FROM CULTURE’S
CONSEQUENCES (W6)......................................................................................................................28
DHEER, LENARTOWICZ & PETERSON – MAPPING INDIA’S REGIONAL SUBCULTURES: IMPLICATIONS
FOR INTERNATIONAL MANAGEMENT (W6).....................................................................................30
,P. Christopher Earley & Elaine Mosakowski: Toward Cultural Intelligence:
Turning Cultural Differences into a Workplace Advantage (W1)
Unfortunately, business is populated with managers who fail to grasp important cultural
nuances. When problems arise, it is difficult to determine if an outsourcing partner simply failed
to deliver on a promise or if national differences in work ethic or a misunderstanding of what a
delivery date means was responsible.
Traditional Contributions from Anthropology, Sociology, and Psychology.
Aggregate approach to culture: an approach that identifies commonalities at a country (or
occasionally regional) level and is interested in what people generally believe and value within a
country. Typically, this sociologically drive approach has emphasized dimensions or typologies
of cultures across which different countries are compared.
The aggregate approach ultimately led to the ecological fallacy (by Geert Hofstede): the error
or difficulty one encounters when taking a generalized cultural value and assuming that it
applies to all individuals within a given culture.
Individual approach to culture: seeking to understand how an individual’s actions are in part
the result of national and even organizational values.
Although people differ in many ways, they share a number of basic characteristics universally
regardless of their national, ethnic, religious, or racial backgrounds. A person’s self-knowledge
refers to the complex way in which we define ourselves. The potential usefulness of the
individual approach is for understanding how cultural values and managerial practices influence
work outcomes through their effect on individual self-knowledge and motives.
The research streams described above share an emphasis on how macro-societal influences
impact a person. That is, these approaches address a question of top-down cultural influence
(values, systems, etc.) on an employee (e.g., does a cultural value such as group orientation or a
strong work ethic influence an employee’s actions and, if so, how?).
The third approach (cultural intelligence) doesn’t focus on these macro-societal influences and
culture per se. Instead, it focusses on the individual and what it takes for a manager to adapt to
new cultural environments.
A New Direction for Cross-Cultural Management: Cultural Intelligence (CQ)
A manager’s capability to adjust to new cultures is what we call cultural intelligence (CQ).
The cultural intelligence framework
1. The Head (thinking)
The Head of CQ refers to what you know and how you can gain new knowledge – it is
strategically “thinking about thinking”.
The objective becomes discovering learning strategies that help you uncover critical features of
a new culture “on the go”. This “higher” level of learning has two pieces: specific strategies for
learning to learn, and cultural intuition or a sense of what is happening and why.
2. The Heart (energizing)
The Heart of CQ means energizing your actions and building personal confidence. An effective
manager must have the confidence and motivation to adapt.
3. The Body (action)
The Body is the element through which intentions and desires are translated into action.
Cultural Intelligence Profiles
1. The local: a person focused on his or her own specific environment.
2. The analyst: someone who can think strategically and who has a natural intuition for
what is happening in a new cultural situation.
, 3. The confident: someone who has great personal confidence and possesses focused
goals about working with people from other cultural backgrounds.
4. The mimic: a manager who has effective control over action and behavior.
5. The cultural chameleon: a person possessing all three CQ features.
A manager will probably fall into a combination of these three characteristics.
Moving Forward with Cross-Cultural Management
This article has emphasized the importance of shifting away from a “cultural values as
central” perspective toward a more complex view of the individual. The advantage of the
CQ-approach is that its focus on creating culturally based solutions dynamically in a
unique situation, rather than through the provision of general rules or practices.
A company can enhance the cultural capabilities of its managers in two general ways:
1. Existing managers can be trained using methods targeting the specific strengths and
weaknesses of CQ.
2. To select managers for their CQ attributes rather than try to train them.
The ability of a company to develop and allocate its CQ resources throughout its global
organization is imported strategically.
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