Cross-Cultural Management in China

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|MAMT 3600 | |Individual Peer Review Research Paper | |Cross-cultural management in China | | | |LOKTOU, IEONG | |05/14/2012 |

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Summary

The peer reviewed journal I read called “Cross-cultural management in China.” it summarize the major research that has been conducted regarding cross-cultural issues in China; show the current practices on cross-cultural management in Chinese organizations; and then identify future research needs on cross-cultural management in China. Normally, there are two common method to study cross-cultural monument. The first type focuses on foreign managers and employees, center on their adjustment and performance in Chinese culture; and the second type of study examines Chinese who work with these foreigners in the multinational management setting. Furthermore, in recent years, emphases have been shifted from examining the effects of culture on single variables to examining the relationships among same and different level of variables. The research we reviewed encompasses both international comparative research and intercultural research in multinational organizations.

Nowadays, globalization is changing behavior, team composition and team dynamics in the workplace. Businesses of all sizes are increasingly seeing the entirety of the world as a source of business opportunities and one interconnected economy. Organizations that remain ‘‘domestic-only’’ are already falling behind their multinational competitor counterparts (Cullen, 2002). With the progressive globalization of the workforce, businesses are more and more finding themselves working more often with culturally diverse employees and business partners, an experience that has proven to be rewarding and yet challenging. Actually, the impact of cultural diversity on team productivity and organizational culture is not clear and yet doing so is becoming more the norm than it is the exception. Someone suggests that teams characterized by demographic heterogeneity have advantages over teams who are not demographically diverse such as added ideas, approaches, perspectives, however, others suggests that the multicultural aspect of a team creates potential for added conflict. For example, the same silence or increase in personal space in one context or culture may be seen as respectful and constructive, the same might be viewed as non-participatory and disrespectful in another.

When we need to study cross-culture management, we need to know what culture is. To make it simple, Culture acts as an external source of influence on employee behaviors on daily personal lives. It can consequently influence each person’s behavior within the organization, since each person brings another piece into the workplace. Collectively, the impact of culture on each individual creates a change in the culture of the organization itself. Understanding culture is important to multinational companies and managers to be prepared to compete with firms from other countries.

After we know the meaning and effect of culture, we can start to take...
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