Nardon, Luciara
Managing cross-cultural encounters Putting things in context / Nardon, Luciara. - 2014 - 138-145
In this paper, we argue that an understanding of cultural differences, while helpful, is insufficient to guide managers through the challenges of cross-cultural encounters. Our basic argument is that each cross-cultural situation is unique and, while culture matters, it matters in different ways across different situations. We explore the interrelationship between culture, context, and managerial behavior, and illustrate some potential lessons for managers working across cultures. We argue that managers need to rethink some commonly cited tenets of global management, such as when in Rome, do as the Romans. We conclude with several alternative strategies for working across cultures, including managing objective contexts, managing perceived contexts, and managing through improvisation.
Cross-Culter Encounters
Culture
Managing cross-cultural encounters Putting things in context / Nardon, Luciara. - 2014 - 138-145
In this paper, we argue that an understanding of cultural differences, while helpful, is insufficient to guide managers through the challenges of cross-cultural encounters. Our basic argument is that each cross-cultural situation is unique and, while culture matters, it matters in different ways across different situations. We explore the interrelationship between culture, context, and managerial behavior, and illustrate some potential lessons for managers working across cultures. We argue that managers need to rethink some commonly cited tenets of global management, such as when in Rome, do as the Romans. We conclude with several alternative strategies for working across cultures, including managing objective contexts, managing perceived contexts, and managing through improvisation.
Cross-Culter Encounters
Culture