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B) Cross-Cultural Comparative Research in International Management Part 1: Critical review Introduction with the rapid advancements into the technological environment and increased globalization has blurred the boundaries between the countries and world has become a global village where multinational corporations are operating in multiple regions and reaching diverse customers with the same brand name. there are many researchers d analysts who have comprehensively and critically analyzed the cross cultural differences in the international management, where few have declared the cross cultural differences as the biggest threats whereas as some studies have declared the cross cultural issues as the opportunities for international businesses. in this regard, the underlying report is a critical review of literature to conduct a cross culture comparative research I the international management context to gain dependable conclusion. Critical Review a study conducted in 2012 has declared the cross cultures as a challenge for the international managers but this study has not focused on the challenges of cross cultural differences in context of the employees but it has targeted the customers. the core idea communicated in this study is that when the international business managers operate at eth global scale they have to bear the risk and challenges imposed by the cross cultural differences in the purchase decision making process of the customers as they are likely to use entirely different criteria. it is a research based on the empirical study where the primary data is collected directly from the respondents through questionnaire. the visitors at hotel were selected as the sample in Turkey and 1,067questionnaires were distributed to the sample and 906 filled questionnaires were received. the primary data based study has proposed that Turkish tourist makes the purchase decision making based on comparatively different criteria than the European Tourists and Asian tourist. Turkish customers differ in their preferences, demographics and attitudes. on the whole, this study has revealed that cultural differences imposes significant challenges for the international managers in managing the cross cultures and sustaining their strong position in the global business landscapes (Uysal, Li, & Ozdipciner, 2012). another study has examined the cross cultural differences and their impact on the corporate performance and it has selected the hotel industry to examine the phenomenon. this is also a study based on the primary data as the research has collected and analyzed the information to reveal the challenges and issues faced by the international hotel managers in Russia. this study has also revealed the cross cultural differences as a huge challenge but it has not analyzed the impact of cultural variations exhibited b the customer but it has shared that managing the employees belonging to various cultural background is the biggest challenge for the HR managers operating in International settings. it has been further elaborated that globalization is increasing and hospitality industry is becoming more competitive and hence the issues are raising for the hotel managers of Russia. the study has further elaborated that the biggest test of a manger’s skill is when he managers the diverse workforce as it is significantly difficult to understand the local staff and their local culture when entering into ne region.
there are many cultural factors that are likely to influence the behavior of Russian workers regarding their work and hence those factors must be understood by the managers. there are huge differences in the workplace practices in the western and eastern cultures and in order to succeed the managers have to exhibit their complete compliance otherwise they can experience the resistance to accept the change and increased dissatisfaction (D'Annunzio Green, 2002)‐Green, 2002). a very different perspective has been shared by another study conducted in 2008 which has not claimed the cross cultural differences as merely a challenge but has proposed that it is definitely an issue but it managed accurately it can turn out to be an opportunity to derive the greater creativity. this research has shared entirely unique idea by stating that cross cultural differences can turn out to be opportunistic if used social intelligence. this study has focused on the cross cultural social intelligence in the key HR activities of employee selection and development of the expatriates and the other staff members working within the cross cultural context. this study has collected the data directly from the 184 cross cultural small and medium enterprises and has developed the scenarios to analyze the alternatives. the construct validity is established and the study has shared the key finding that cross cultural differences are not necessary and of the modern corporations, instead these are the sportive measures, tool or strategies which leads to success o failure. if managed accurately eh cross-cultural differences an enhance the skill set and drive innovation (Born, Schleicher, & Ascalon, 2008). another very unique and informative perspective has been shared by another study but this study has declared the cross cultural differences as a challenge for the international managers. this study has shared that the cross cultural differences makes the technological transfer difficult for the corporations. it has been shared that these are not only the tactics or processes which transfers the technology but these are actually the human resources who are responsible for the completion of the technology transfer. the typical method of the transfer based on the documents, technology and equipment is supported b the human resources and the cultural conflicts and the issues in the interaction can make that transfer quite challenging. this study has utilized the questionnaire to collected primary data from the sample of Japanese companies and has proposed that the technology transfer in Asian countries is a challenge which emerges due to eth cultural conflicts among employees who have to transfer (Hirt, 2012). in 2016, another study claimed that cross cultural issues makes the international business management quite challenging and there may be a need of complete transformation into the strategies and tactics. this study has shared the example of the Korean industry and has argued that the firms that have successfully implemented the transformational leadership in on region are likely to face many trouble in implementing transformational leadership in Korea because this culture is dominated by the power distance, and there is a great contract between collectivism and individualism. this study is based on the data collected from Korean businesses and has shared that leadership in Korea should be dependent upon its own cultural dimensions such as collectivism and individualism as well as power distance instead of the global transformational leadership tactics. the key message conveyed is that the cultural difference requires the firm to change every aspect of the leadership strategies which makes it quite challenging (Yang, 2016).
pace of life, punctuality and time orientation. an time is said to be metaphor of culture which negative influences the performance outcomes (Adair & Arman, 2012). in contrast to these negative aspects shared by previous study, a statistic study based o the field data has shared that cultural differences positively influences the creativity. this study has negated that expatriate are mandatory to be successful I the foreign region and has added that local staff can provide many opportunities as they can help in improving the customer services, and understanding the local customers better to transform the products ad services. the field data as been collected from the international online creative crowd sourcing platforms and it has been revealed that individual belonging to tight culture and those in loose culture collectively improves the creativity and customer services (CHUA, Roth, & Lemoine, 2015). the impact of cross cultural differences on the performance f diverse workforce is analyzed by another study which has examined the Egyptian pharmaceutical organizations. this study has incorporated the data collected from the 300 middle managers through the questionnaire. this study has proposed a surprising fact that cultural diversity can be negative but in some cases it positively influences performance. it has concluded that gender an education diversity may negatively influence the performance but the age diversity is not having any negative impact (Elsaid, 2012). a study has examined the anxiety and the uncertainty management theory and has incorporated the data and conducted regression and correlation analysis. it has been shared that cross cultural differences increase the uncertainty into the mind of the employee and reducing this uncertainty is mandatory to keep the employees staifsgfied.teh result whch are within the parameter of AUM theory have shown that cross cultural issue is negatively influences employees by raising their anxiety leveled uncertainty (Neuliep, 2012). one more contradicting and criticizing study has shared that there is no wonder that globalization is increasing but the stereotypical content is still having direct impact on intergroup uncertainties and the interactions. this study has incorporated the survey of 108 Asian immigrant employees working in multinational corporations in UK. it has shared that cultural stereotypes Asian have for Western culture and the Uk based employees have for Asian, interferes with their performance and are the biggest problem for managers (Yang, Gaffney, & Rast, 2017). a supportive study has also shared an informative and interesting perspective that cross cultural communicational issues are not necessarily negative for team performance, and to prove the hypothesis the primary data has been collected from German and American companies to conduct a comparison. this study has proposed it positive and negative impacts has it has shared the cross cultural difference improves, creative, alternative generation, brainstorming and provides competitive edge on the basis of innovation, an on the other hand, it can delay the decisions an may cause conflicts of opinions as various employees have agree on same idea. on the whole, it has been shared that the success is dependent upon how well culture and team management strategies are employed by the international managers (Congden, Matveev, & Desplaces, 2009).
Part 2: Discussion a critical and comprehensive approach has been adopted to examine the cross cultural comparative research reports in contrast of the international business management. this critical review has incorporated the qualitative, quantitative, primary and secondary research data which has a helped in revealing many useful implications and this review can be used by the managers who are aiming to professional growth as the international human resource managers and attaining eh career success. most of the studies incorporated have examined the cross cultural issues and opportunities in the international business environment which can be quite useful to enhance a HR manger’s information and competencies in managing the international business. a criticizing study which argued that the cross culture differences should not be considered from the employees’ point of view but the process cultural problems also alters the customer decision making process. this study can help the manager in understanding how the cultural differences can alter the employees’ decision making process at the different stages which can help in avoiding nay mistake , cultural myopia or the setback from the market. moreover, the critical analysis has also revealed that there s huge differences in the managerial practices in the western and eastern business environments as the managers have to transform the leadership strategies and tactics to align with the cultural requirements. for example, if a manager is belong to a multinational corporation operating in UK and it has entered into e merger or acquisition with a Chinese organization, then manager has to consider the cultural influences on the acceptance of power distance, the collectivism and individualism the preferences for the centralized or decentralized decision making nay many other cultural aspects which may require alternations into the managerial policies and practices. in contrast to the studies that have discussed the negative impacts of the cross cultures many studies have also been incorporated that have shared the opportunities of the cross cultural differences and these studies and the r in-depth examination can improve the understudying of the managers in multiple aspects. managers aiming to execute the global expansions strategy to acquire more market share can gain comprehensive insights for the critical analysis as they can grasp the understanding bout how they can sustain long term competitive advantage on the basis on the innovativeness and uniqueness which occurs when the various employees belonging to various cultural background brainstorm, and collectively interacts and negotiate the alternative ideas to select the optimal solution to the underlying problems. this approach can not only improve the creativity but can also help the managers in attaining greater responsiveness to the market dynamics and the circumstances which can strengthen their competitive position. the critical examination of the studies has also revealed that the cross cultural issue increases the interpersonal conflicts among the employees and they can also start exhibiting the resistance to change. for the 21st^ century managers where the collaborative geographic expansion is a common growth strategy,, there is a key message and information that management of the interpersonal conflict during the team discussions and controlling the resistance to change can prevent many negative
Reference Focus Theoretical background Methodol ogy Findings Conclusions Limitations U ysal, M., Li, X., & Ozdipciner, N. S. (2012). Cross‐Green, 2002) cultural Impact of culture on consume decision making Cross cultural gap. Purchase decision making criteria Primary research based on 906 questionn aire Turkish, Asian and European customers differ in attitude, Cross cultural differences are huge threat for Internationa Research does not apply to specific population and is based
differences in purchase decision‐Green, 2002) making criteria. nternationa l Journal of Culture, Tourism and Hospitality Research , 6 (1), 34-43. preferences and demographi c l managers on convenience sampling D'Annunzio‐Green, 2002) Green, N. (2002). An examination of the organization al and cross‐Green, 2002) cultural challenges facing internationa l hotel managers in Russia. nternationa l Journal of Contempor ary Hospitality Manageme nt , 14 (6), 266-273. Cross cultural issues in hotel industry of Russia Negativities of globalization . Cultural distance Empirical research based on primary data from Russian hotel industry participan ts Understandi ng of local staff and local cultures mandatory and quite challenging Difference between western and eastern expectation is a huge cultural challenge The study has selected a small sample size Born, M. P., Schleicher, D. J., & Ascalon, E. (2008). Cross‐Green, 2002) cultural social intelligence: An assessment Cross cultural social intelligence Expatriate managemen t. Social intelligence theory Primary data collected from 184 SMES having cross cultures If managed with social intelligence, cross cultures can be opportunisti c Cross cultures can drive innovation and certainty if managed effectively The SMEs selected are mostly belonging only one sector which may fail to provide wider perspective
Creating Global Innovation Opportuniti es through Cross- cultural Collaboratio n. THE INTERNATI ONAL JOURNAL OF KNOWLEDG E, CULTURE AND CHANGE MANAGEM ENT , 10 (10), 33-42. cultural collaboratio n and creativity opportunitie s, competitive edge, cross cultural collaboratio n method approach and Interview based outcomes cultural collaboratio n improves the team creativity and services as competitive advantage differences can be utilized as opportunity for gaining strong competitive edge Mixed approach might restrict formation of absolute outcomes Ozgen, C., Poot, J., & Nijkamp, P. (2013). The impact of cultural diversity on firm innovation: evidence from Dutch micro-data. Journal of Migration , 2 (18). Cultural diversity and improved innovation Diversity theory of organization al managemen t Statistical analysis of
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Diverse workforce enhances innovation and contributes to economic growth Impact of cultural diversity is positive and supporting for firms’ innovation Gathered data is shared but not comprehensi vely analyzed Al-Jenaibi, B. (2011). The scope and impact of workplace diversity in the United Arab Emirates an Advantages of diversity in UAE based companies Team collaboratio n theory Survey and interviews Diversity improved shared experience and generate better team results Cross cultural diversity improves team based decisions in UAE and enhances knowledge The experiences of native and non native workers have not been differentiate d
initial. Journal for Communica tion and Culture , 1 (2), 49-81. Savery, L., Korac‐Green, 2002) Kakabadse, ,. A., Kouzmin, A., & Korac‐Green, 2002) Kakabadse, N. (2001). Low and‐Green, 2002) high‐Green, 2002) context communica tion patterns: towards mapping cross‐Green, 2002) cultural encounters. Cross Cultural Manageme nt: An Internation al Journal , 8 (2), 3-24. Differences in communica tion patterns a challenge low and high context cultures Compara tive case study analysis Differences in high and low context cultures are inevitable which negative influence the outcomes Global cultures cannot avoid the diversify challenges due to communica tional differences leaving goals unattained Lack of primary data Adair, C. K., & Arman, G. (2012). Cross- cultural difference in perception of time: Implications for multination al teams. European difference perceptions of time Cross cultural Time orientation Mixed approach The differences in culture lead to different time orientations which can negatively influence team performanc e The differences of time perception and orientation can negatively influence the decision taken by teams in internationa l businesses It lacks the needed statistical data
Manageme nt Research , 1 (4). Neuliep, J. W. (2012). The Relationship among Intercultural Communica tion Apprehensi on, Ethnocentri sm, Uncertainty Reduction, and Communica tion Satisfaction during Initial Intercultural Interaction: An Extension of Anxiety and Uncertainty Manageme nt (AUM) Theory. Journal of Intercultura l Communica tion Research , 41 (1), 1-16. cultural differences and anxiety and uncertainty AUM theory Correlatio n and regression analysis and experime ntal group The uncertainty caused by the cultural diversity leads to anxiety Differences in cultural communica tion enhances uncertainty and increases anxiety leading to employee dissatisfacti on
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