Cross-Cultural Management to Global Leadership
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Added on 2021-06-16
Cross-Cultural Management to Global Leadership
Added on 2021-06-16
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Running head: CROSS-CULTURAL MANAGEMENT RESEARCH IN GLOBAL LEADERSHIPCROSS-CULTURAL MANAGEMENT RESEARCH IN GLOBAL LEADERSHIPName of the StudentName of the UniversityAuthor note
1CROSS-CULTURAL MANAGEMENT RESEARCH IN GLOBAL LEADERSHIPTable of ContentsIntroduction........................................................................................................................2Cross-cultural management researches and definition.....................................................2Cross-cultural management research and its role in global leadership............................4Strengths and limitations of cross-cultural management studies......................................6Conclusion.........................................................................................................................8
2CROSS-CULTURAL MANAGEMENT RESEARCH IN GLOBAL LEADERSHIPIntroductionThe article titled “From cross-cultural management to global leadership:Evolution and adaptation” authored by Allan Bird and Mark E Mendenhall shows theways global leadership trends have transformed in cross cultural management. Theauthors also address the topic as to how these changes build new global leadershipliterature. Gelfand et al. (2017) are of the view that it is possible to understand cross-cultural leadership by utilizing cultural intelligence. The authors further state that thecultural intelligence can accommodate comparing and selecting adaptations that needto be applied in novel leadership plans. Likewise, Bird and Mendenhall (2016) haveidentified certain activities and abilities of global readers with cross-culturalmanagement research. This essay will scrutinize the role of cross-cultural management in assessingglobal leadership and illustrate the challenges and labors of cross-cultural managementresearch in diverse areas. In addition, the essay will discuss the strengths andlimitations of the new approaches that have been developed to adapt to recurringchanges resulting from increased research on cross-cultural management explainingtrends in global leadership. Cross-cultural management researches and definitionCross-cultural management in as defined by the main authors refers to theunderstanding of variations in cultural practices. The term is used to define theframework of international business that differentiates customer choices, practices andcultural priorities. Cross-cultural management also gives focus towards explaining theorganizational behavior across cultures. The article by Bird and Mendenhall explainsthe different kinds of cross-cultural management research to estimate global leadership.It can be intercultural, comparative and unicultural as well. Whilst indulging on the topic of cross-cultural management research, the authorsof the main article highlighted the importance of this field during the early years of the20th century. Cross-cultural management studies evolved side by side to the evolvementof common fields of management and organizational behavior. Initially the journals
3CROSS-CULTURAL MANAGEMENT RESEARCH IN GLOBAL LEADERSHIPincluded the study of management and behavior in organizations and psychology. Thetrend continued until the contemporary times as studies on management andorganizational behavior still abound along with cross-cultural researches. During the1950s, it was seen for the first time that journals focusing on organizational psychologyand management began to be published. The authors thus claim that interest in cross-cultural management studies have been present from the time interest in generalmanagement was there. While mentioning the three categories of cross-cultural management research,the authors point out the work of Adler (1983), who had first introduced the three terms.According to the author, unicultural research was carried out to focus on themanagement of organization within a single country. an instance of this could be givenof German organizations where organizational commitment was the main aim ofmanagement. In the views of Sarala et al. (2016), the mergers and acquisitions ofbusinesses that take place today, leaders are required to amalgamate the businessesas well as the cultures of the countries where the business operates or aims to operate.Numerous instances can be provided of such amalgamations and acquisitions wheretwo very separate cultures were merged in order to gain competitive edge in business.This posed a huge test to global leaders. Cross-cultural management studies haveinvestigated this issue as well and offered explanations, although limited, that assistedleaders obtain capability in dealing with such issues. Comparative research on the other hand examined management in two or morecountries and outlined the visible comparisons. Example was given of countries likeMexico, Turkey and India in terms of their norms of conflict resolutions. Lastly,intercultural research aimed at conversation between members of organizationsbelonging to different countries. The effective communication between employees ofPhilippines and Danish executive expatriates was presented as an example. The studyby Adler revealed that cross-cultural management research focused largely onintercultural management and other two areas had only a limited share of research.Cooke, Veen and Wood (2017)however point out that modern literature on cross-cultural management tends to emphasize the adversities of the field rather than focuson the positives. The author notes that the dominance of studies focusing on the
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