Intercultural Interactions in the Multicultural Workplace (eBook)

Introduction 6
Acknowledgments 14
Contents 16
Part I: Multicultural Environment and Intercultural Interactions: Theoretical and Research Framework 18
Understanding Organizational Intercultural Interactions in Corporations 19
1 Introduction 19
2 Interdisciplinary Nature of the Organizational Discourse Concerning Intercultural Interactions 20
3 Paradigms of Intercultural Interactions 21
4 The Prospects of Research into Intercultural Interactions: Positive and Behavioral Currents 25
5 Conclusions 29
References 29
Positive Cross-Cultural Scholarship Research 34
1 Introduction 34
2 Positive Organizational Theory 35
2.1 Roots of Positive Organizational Theory 35
2.2 Positive Organizational Theory and Positivism 37
2.3 Positive Social Capital 38
2.4 Premises of Positive Organizational Theory 39
2.5 Positive Organizational Potential 40
3 Positive Cross-Cultural Scholarship Studies 41
3.1 Cross-Cultural Positive Organizational Scholarship Research 41
3.2 Positive Cross-Cultural Scholarship 44
4 Conclusions 45
References 45
Cognition of the Multicultural Work Environment in Multinational Corporations and Intercultural Interaction Outcomes 51
1 Introduction 51
2 Literature Review 52
2.1 Multicultural Work Environment 52
2.2 Outcomes of Intercultural Interactions 53
2.2.1 Negative Outcomes of Intercultural Interactions 53
2.2.2 Positive Outcomes of Intercultural Interactions 54
2.3 Theoretical Foundation 55
3 Research Methods and Results 56
3.1 Methods and Participants 56
3.2 Empirical Findings 57
3.2.1 Qualitative Study 57
3.2.2 Quantitative Study 58
4 Discussion and Conclusions 59
4.1 Discussion 59
4.2 Contributions, Limitations 60
4.3 Directions for Practice and Future Research 61
References 61
Cultural Dilemmas and Paradoxes in Dynamic Organizational Environments 66
1 Introduction 66
2 Culture and Institutional Change: Theoretical Perspectives and Challenges 67
3 Towards Greater Integration of Cultural and Institutional Perspectives? 71
4 The Cultural Complexities of a Transformation Environment: The Case of Lithuania 74
4.1 Individual vs. Collective 76
4.2 Rules vs. Spontaneity 78
4.3 Hierarchy vs. Democracy 79
4.4 Intra-Cultural Diversity of Transformation Societies 80
5 Conclusions 80
References 81
Intercultural Interactions in Traditional and Positive Perspectives 83
1 Introduction 83
2 Theoretical Underpinnings of Intercultural Interactions´ Outcomes 84
2.1 Intercultural Interactions as ``Double-Edged Sword´´ 84
2.1.1 The Problem-Focused View on Intercultural Contacts 84
2.1.2 PositiveView on Intercultural Interactions 86
2.2 Positive Organizational Scholarship and Positive Intercultural Interactions 88
3 Job Demands, Resources, Cognitive Appraisal and Intercultural Interactions´ Outcomes 90
3.1 Social Learning and Thriving in Intercultural Interactions 90
3.2 Job Demands and Resources, Cognitive Appraisal and Intercultural Interactions 91
3.2.1 The Job Demands-Resources Model and Intercultural Interactions´ Outcomes 91
3.3 Cognitive Appraisal and Intercultural Interactions´ Outcomes 92
4 Concluding Remarks 93
4.1 Conclusions 93
4.2 Contributions and Directions for Future Research 94
References 94
From Linnaeus to Darwin. From Cultural Grid to ``Going Native´´ 98
1 Historical Background: How Paradigms Won 99
2 Trading Grids or Going Native 100
3 Changing Cultural Climates 102
References 104
Part II: Intercultural Interactions in Multicultural Environment: Intra and Inter-organizational Perspectives 105
Individual Resources and Intercultural Interactions 106
1 Introduction 107
2 Study Background 107
2.1 Positive Psychological Capital and Its Components 107
2.2 Psychological Capital an Its Association with Individual and Organizational Outcomes 109
2.3 Individual Resources in Intercultural Interactions 109
3 Psychological Capital in Multicultural Work Settings: The Polish Example 111
3.1 Methodology 111
3.2 Results 112
4 Discussion and Conclusions 113
References 115
Thriving in a Multicultural Workplace 117
1 Introduction 118
2 Thriving at Work 118
3 Thriving and Other Concepts: Differences and Similarities 119
4 Thriving in Prior Studies: A Review 121
5 Thriving in Multicultural Work Setting: A Proposed Model 123
6 Thriving in Quantitative Research in a Multicultural Environment: The Polish Experience 124
6.1 Aim and Propositions 124
6.2 Group and Methods 125
7 Results 126
8 Discussion and Conclusion 127
References 128
Job Satisfaction and Subjective Well-Being in the Multicultural Workplace 130
1 Introduction 130
2 Job Satisfaction and Intercultural Interactions in the Workplace 131
2.1 Job Satisfaction 131
2.1.1 A Theoretical Conceptualization of Job Satisfaction 131
2.1.2 Job Satisfaction and Intercultural Interactions 132
2.2 Positive Organizational Scholarship Lens and Job Satisfaction in a Multicultural Workplace 133
2.2.1 Positive Organizational Scholarship and Job Satisfaction: A Research Gap 133
2.2.2 Work-Related Subjective Well-Being 133
2.2.3 Thriving in Intercultural Interactions 134
3 Methods and Empirical Findings 135
3.1 Research Methods and Participants 135
3.2 Research Results 136
3.2.1 Qualitative Study 136
3.2.2 Quantitative Study 137
4 Discussion and Conclusions 138
4.1 Discussion 138
4.2 Contributions and Limitations, Directions for Practice and Research 139
References 140
Managing Innovation in Multicultural Environments: An Imperative of Responsibility Within Interorganizational Networks 143
1 Introduction 143
2 RandD Driven Open Innovation Within Global Inter-Organizational Networks 145
3 The Responsible Innovation Development Model 147
4 Managing RandD Driven Innovation Within Interorganizational Networks: The Vittamed Case Study 151
4.1 Impacting Industry Standards Via a Global Inter-Organizational Network 152
4.2 Creating Value Within the Inter-Organizational Network 153
4.3 Development of a Global Responsible Business Network Around an Innovative Solution 154
4.4 Continued Networking for Leading the Change 155
5 Conclusions 157
References 159
Social Capital, Trust and Intercultural Interactions 161
1 Introduction 161
2 Social Capital and Its Components 162
3 Elements of Social Capital 165
4 Social Capital in Economics and Management 167
5 Trust, Social Integration and Cultural Differences 168
6 Limitations to the Development of Social Capital 169
7 Social Capital in a Multicultural Working Environment 171
8 Conclusions 173
References 174
A Cultural Perspective on the Emergence of Organizational Trust 178
1 Introduction 178
2 Culture and Trust in Organizational Contexts 179
3 Trust and the Cultural Environment of Cluster 181
4 Emergence of Trust in Inter-Organizational Networks: A Multi-Level Perspective 183
5 Trust Development in Industrial Clusters: Findings from an International Survey 187
5.1 Sample 187
5.2 Findings 189
6 Conclusions 191
References 192
Fostering Internationalization Through Networks: An Inter-organizational Psychic Distance Perspective 194
1 Introduction 194
2 Network Significance in the Internationalization of SMEs 196
3 Network Characteristics 197
3.1 The Nature of Networks´ Relations 198
3.2 The Relational Characteristics of Networks 199
4 Psychic Distance at the Relationship Level in Networks During Internationalization 200
4.1 Psychic Distance and the Internationalization of SMEs 200
4.2 Psychic Distance and the Inter-organizational Relations 202
5 Conclusions 204
References 205
Part III: Individuals and Interactions in Multicultural Environments: The Expanded Perspective 208
Workaholism and Individual Work Performance in Lithuanian and German Financial Sector Multinational Corporations: Differences ... 209
1 Introduction 210
2 Literature Review 211
2.1 Individual Work Performance 211
2.2 Workaholism 212
2.2.1 Definitions of Workaholism 212
2.2.2 Typologies of Workaholism 212
2.3 Impact of Workaholism on Individual Work Performance 213
2.4 Generational Differences 214
2.4.1 Definition of Generation 214
2.4.2 Differences Between Generations X and Y 216
3 Methodology of the Empirical Research 217
4 Findings of the Research 220
5 Discussion 225
6 Conclusions, Limitations and Implications 226
References 227
Expatriate vs. Self-initiated Expatriate in the Multicultural Workplace of MNCs 231
1 Introduction 231
2 Assigned Expatriate: From Etymology to Definition 233
3 Self-initiated Expatriates 236
4 Differences Between AEs and SIEs 238
5 Advantages and Disadvantages of Hiring AEs and SIEs 243
5.1 Advantages for Using AEs 244
5.1.1 Employment and Placement 244
5.1.2 Introducing Corporate Values and Culture on Foreign Assignments 244
5.1.3 Managerial Development 244
5.1.4 The Ethnocentric Approach to Management of Foreign Subsidiaries and Specificity of the Industry 245
5.1.5 Motive of Control and Coordination of Activities in Host Markets 245
5.2 Disadvantages for Hiring AEs 245
5.2.1 High Costs of Relocation and Maintenance of AEs and Their Family Members 245
5.2.2 The Necessity to Achieve the Organization´s Objectives Reduces the Efficiency of an Expatriate 246
5.2.3 No Use of Expats´ Knowledge Potential by Organisations 246
5.2.4 Repatriation 246
5.2.5 Effectiveness of AEs´ Assignments 247
5.3 Advantages for Hiring SIEs 248
5.3.1 Recruitment of Candidates for Foreign Mission 248
5.3.2 Cultural and Social Adjustment 248
5.3.3 Unique and Specialist Knowledge 248
5.3.4 Low Costs of Compensation 249
5.3.5 No Costs Connected with Relocation and Adaptation 249
5.4 Disadvantages for Hiring SIEs 249
5.4.1 Costs and Time Related to SIE Employment 249
5.4.2 Poorly Developed Retention Mechanisms of SIE and Avoiding of Underemployment by the Host Organization 249
6 Conclusions 250
References 250
How to Educate Multicultural Managers? The Example of Luxembourg 255
1 Introduction 255
2 Literature Review 257
2.1 Hofstede and Schein 257
2.2 The Tri-lingual Luxembourgish Public Education System 259
2.3 Hypothesis 259
3 Methods and Instruments 260
4 Results 261
4.1 Results of the First Study 261
4.2 Results of the Second Study 262
4.3 Results of the Third Study 264
5 Conclusion, Discussion, Implication and Future Research 267
References 268
Intra-organizational Negotiations as Cross-Cultural Interactions 270
1 Introduction 270
2 The Role of Negotiations Within Organizations 271
2.1 Defining Negotiation 271
2.2 Intra-organizational Negotiations 273
3 Internal Negotiations as Cross-Cultural Interactions 274
3.1 Culture in Negotation 274
3.2 Negotiation Research 275
3.3 Cross-Cultural Intra-organizational Negotiations as Cross-Cultural Interactions 276
3.4 Cross-Cultural Intra-organizational Negotiation Skills 278
4 Research 280
5 Conclusions 283
References 284
Knowledge Sharing in MNCs 286
1 Introduction 286
2 Knowledge Sharing 287
3 Barriers to Knowledge Sharing Processes Within MNCs 288
3.1 Barriers to Knowledge Sharing 288
3.2 Cultural Barriers in Knowledge Sharing 290
4 Research Findings 292
4.1 Research Method and Results 292
4.2 Discussion 294
5 Conclusions 295
References 296
Cultural Factors Influencing the Knowing of a Multinational Company 299
1 Introduction 300
2 Conceptual Approaches to a Multinational Company and Its Management in Relation to the Environment 301
3 Peculiarities of a Multinational Company´s Knowing 303
3.1 Peculiarities of Knowing Defined by the Business Activities of a Multinational Company 303
3.2 Peculiarities of Multinational Company Knowing and Its Development with Respect to the Levels and Stages of the Organizati... 304
4 Cultural Factors Capable of Making Difference in Knowing of a Multinational Company 306
4.1 Cultural Factors Inside and Outside a Multinational Company 306
4.2 Influence of Cultural Values Described by Hofstede on the Organization´s Knowing 307
4.2.1 The Context of Cultural Values 308
4.2.2 The Influence of Power Distance 308
4.2.3 Influence of Uncertainty Avoidance 309
4.2.4 The Influence of Individualism/Collectivism 309
4.2.5 The Influence of Masculinity/Femininity 310
4.2.6 Cultural Factors: What Determines Knowing of the Multinational Company? 310
5 Conclusions 312
References 313