Cross Cultural Management: A Review of Journal Articles on Cultural and Corporate Strategy

This paper reviews five journal articles on cross cultural management and diversity issues in human resource management. It examines the impact of high performance work practices on corporate financial performance, the relationship between corporate strategy and planning, and the role of diversity in corporate social responsibility.

Running head: CROSS CULTURAL MANAGEMENT
Cross Cultural Management
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Table of Contents
1. Introduction............................................................................................................................2
1.1 Objectives of the articles and their domains....................................................................2
1.2 Conceptual or Empirical..................................................................................................3
2. Issues in regard to cultural and corporate strategy.................................................................3
3. Results and findings...............................................................................................................4
4. Contributions..........................................................................................................................6
References:.................................................................................................................................7

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1. Introduction
The main aim of this paper is to study different readings in regards to the cross
cultural management as well as the diversity issues which contributes to the human resource
management. This paper shall elaborate on review writing of five different journal articles
related to the topic of cultural and corporate strategy. It shall be reviewing both conceptual
and empirical studies.
1.1 Objectives of the articles and their domains
The objective of the article by Huselid (2015), “The impact of human resource
management practices on turnover, productivity and corporate financial performance” is to
examine and identify the relation in between the firm performance and the High Performance
work practices. Furthermore, the main aim of the article- “Corporate strategy, planning and
performance evaluation: A survey of literature” by Babafemi (2015) is to establish a
relationship in between firm performance and strategic planning as well as to show how
crucial corporate strategic planning, management and corporate culture are. The main
objective of “Board composition and corporate social responsibility: The role of diversity,
gender, strategy and decision making” by Rao & Carol (2016) is to find out the relation in
between the corporate governance with special reference to board diversity and the CSR
(Corporate Social Responsibility). The research conducted by Jamali, Dirani & Harwood
(2014) on “Exploring human resource management roles in corporate social responsibility:
the CSR-HRM co-creation model” has been elaborated with an aim of exploring the roles of
human resource management in the CSR. The main objective of the article “The integration
of human resource management and corporate strategy” by Brewster (2017) is focused on
the agenda of the Vice President of the organisation of Human Resources in order to bring
innovation by a systematic program of professional development, cultural analysis, human

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resource specialists, the development of the line managers as well as the creation of
partnership in between human resource managers and the line managers.
1.2 Conceptual or Empirical
The study conducted by Huselind is conceptual based study as because of the fact
that he has assessed the national samples of about thousand different companies that were
already present. The article by Babafemi is conceptual as it is based on the survey of
different available literature studies. Also, the article presented by Rao and Carol too is
conceptual as it has critically review the prevailing literatures to meet its objectives. The
study by Jamali, Dirani and Harwood (2014) is based on conceptual data analysis. It has
drawn on a very systematic review of the relevant GRM and strategic CSR literatures. The
research study by Brewster (2017) is an empirical study. It is based on investigation and the
results and conclusion are drawn from collected evidences.
2. Issues in regard to cultural and corporate strategy
The concept of strategic planning has been embraced across different sectors due to
its perceived contribution to the organizational effectiveness. At present, the organizations
belonging from both private and public areas have taken this issue of strategic planning quite
seriously as a tool which could be utilized for tracking their performances (Bolisani &
Bratianu, 2017). It is to note that strategic planning is very important element in strategic
management. All these research studies have contributed to a great extent in this context of
cultural and corporate strategy planning. As per Parmenter (2015), the organisational culture
is very subjective of different factors that influence its development, growth and
performance. The internal factors include the organisational values, structure and the
leadership style, while the external factors include the various laws and policies, technology

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and the business relationships. Values in an organisation is basically determined by the inner
culture of the employees. With the same, the leadership style and the managerial focus has
known as the major contributors of shaping up of an organisational culture because they can
preserve creative and innovative culture within an organisation. A good organisational
structure comprise of the expectations, policies and procedures that make possible for each
and every employee to get motivated, efficient and creative which could in turn influence the
organisational culture. As per Naranjo-Valencia, Jimenez-Jimenez and Sanz-Valle (2016),
business relationships has a great impact on the behaviours of the employee and the
organisational culture. Due to the advancement in today’s science and technology, there is a
notable change in the organisational culture particularly with an increasing and significant
interaction in between the machine and the human beings (Posada et al., 2015). With the
same, the technologies is also creating a competitive organisational culture because it
decreases the face to face interaction in between the human beings. Moreover, the policies,
external work and organisational regulations related to work acts as a significant influencer of
organisational culture. For instance, the employees who work in an organisation that perform
a very strict policy of work to rule, the employees there exhibit the characteristics like doing
the things as they are been told to do and they are less passionate about their job role, duties,
responsibilities and they refuse to be creative. Hence, this in turn directly changes the
workplace culture and have a significant impact on the interpersonal relations.
3. Results and findings
According to the research paper conducted by Huselid (2015), the impact that high
performance work practices on the corporate monetary performance has is basically because
of the impact of employee productivity and turnover. Corporate strategy plays a major part in
this regard. As per Chris Brewster, organisational culture is the key of carrying out strategic
implementation. He has argued that the corporate financial returns that are linked with the

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investments in progressive Human Resource Management practices are basically substantial.
Furthermore, Babafemi in his study has established the fact that effective corporate strategic
planning has a very constructive and positive impact on the overall employee and
organisational performance. Also, according to him corporate strategic planning and culture
is very important for ensuring a continuous high quality corporate performance as that only
the companies that practice some or the other form of strategic planning are likely to survive.
Also, as per the study that Rao & Tilt Carol have organised, both the CSR as well as the
CSRR are the outcomes of the decisions of the boards. It has identified the importance of the
studies relating the process of CSR decision making and gender diversity. This issue is very
rare in the prevailing literatures. The study has also highlighted the importance of qualitative
methods and of the longitudinal studies for the growth and development of understanding of
the relationship between diversity and corporate social responsibility. Moreover, according to
the study conducted by Jamali, Dirani and Harwood, the functions of HRM could
significantly play a very important part in supporting the organisations for addressing the
ongoing challenges of translating and formulating of the CSR strategy for most of the
organisations. According to them, HRM could provide an interesting and significant support
to the design of CSR strategy and its implementation and delivery. It has highlighted the
important interfaces in between the HRM and the CSR and has ultimately developed a
conceptual model. Lastly, in the study conducted by Brewster (2017), he has described about
the initial stages of endeavour for bringing an integration of the human resource and strategic
management in significant manufacturing organisation. He argued that the organisational
corporate strategy as well as culture are the key to carry out effective strategic management
within an organisation.

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4. Contributions
The article by Huselid suggests that the human resource practices have a statistically
and economically notable impact on both the intermediate outcomes as well as on the short
term and long term measures of the corporate monetary performance. The main findings of
the study conducted by Babafemi suggests that corporate strategic planning and corporate
culture leads to more effective company performance. According to the study conducted by
Rao and Carol organisational culture fosters diversity in an organisation. The study
conducted by. Jamali, Dirani & Harwood has argued that HRM provides a dynamic support
to the Corporate Strategy design along with the process of implementation and delivery.
Brewster (2017) has concluded that organisational culture is the corner stone for carrying out
strategic management.

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References:
Babafemi, I. D. (2015). Corporate strategy, planning and performance evaluation: A survey
of literature. Journal of Management, 3(1), 43-49.
Bolisani, E., & Bratianu, C. (2017). Knowledge strategy planning: an integrated approach to
manage uncertainty, turbulence, and dynamics. Journal of Knowledge
Management, 21(2), 233-253.
Brewster, C. (2017). The integration of human resource management and corporate strategy.
In Policy and practice in European human resource management (pp. 22-35).
Huselid, M. A. (2015). The impact of human resource management practices on turnover,
productivity, and corporate financial performance. Academy of management
journal, 38(3), 635-672.
Jamali, D. R., El Dirani, A. M., & Harwood, I. A. (2015). Exploring human resource
management roles in corporate social responsibility: the CSR‐HRM co‐creation
model. Business Ethics: A European Review, 24(2), 125-143.
Naranjo-Valencia, J. C., Jiménez-Jiménez, D., & Sanz-Valle, R. (2016). Studying the links
between organizational culture, innovation, and performance in Spanish
companies. Revista Latinoamericana de Psicología, 48(1), 30-41.
Parmenter, D. (2015). Key performance indicators: developing, implementing, and using
winning KPIs. John Wiley & Sons.
Posada, J., Toro, C., Barandiaran, I., Oyarzun, D., Stricker, D., De Amicis, R., ... &
Vallarino, I. (2015). Visual computing as a key enabling technology for industrie 4.0
and industrial internet. IEEE computer graphics and applications, 35(2), 26-40.

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Rao, K., & Tilt, C. (2016). Board composition and corporate social responsibility: The role of
diversity, gender, strategy and decision making. Journal of Business Ethics, 138(2),
327-347.