Cultural Distance as a Cultural Construct

This annotated bibliography explores the concept of cultural distance as a cultural construct and its implications on leadership styles and organizational management. It includes articles discussing the interconnections between cross-cultural management and leadership, the role of cultural intelligence in intercultural training, the contribution of multicultural employees to organizations, the impact of cultural diversity on team dynamics, and the positive effects of multicultural team diversity. The bibliography provides insights into the importance of cultural sensitivity and inclusivity in the workplace.

Running head: CULTURAL DISTANCE AS A CULTURAL CONSTRUCT
Cultural distance as a cultural construct
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Assignment 2 - Annotated Bibliography
Dickson, M. W., Castaño, N., Magomaeva, A., & Den Hartog, D. N. (2012). Conceptualizing
leadership across cultures. Journal of world business, 47(4), 483-492.
The authors of this particular article has harped upon the points concerned with the
interconnections of management of the affairs of an organization by means of effective
leadership in order to ensure that the vitality of a cross cultural set up. By means of harping
upon the interconnections between cross cultural management and organizational leadership
across the globe, the authors have tried to arrive at the implications that cultural diversity has on
leadership styles across the globe. The authors of this particular article has harped upon the point
that the available literature on leadership theory with reference to the cross cultural management
has focused more on the universalization of the leadership practices in order to deal with the
aspect of cultural diversity and thus the authors have necessitated the need for a deconstruction
of that strand of thought which seeks to universalize the management and leadership practices in
a cross culturally diverse organizational set up as that negates the fact that cultural contingencies
and specificities vary across the globe and each geographical contiguity is marked by a specific
cultural set up and value predisposition which varies from one geographical contiguity to the
other. The authors however do not rule out the need for a common ground to manage the cultural
diversity by means of organizational leadership especially in the context of globalization
whereby different cultures and people come in close contact with each other, however the
practice of universalization of management and leadership style to deal with cultural diversity is
a folly.

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Earley, P. C., & Peterson, R. S. (2004). The elusive cultural chameleon: Cultural
intelligence as a new approach to intercultural training for the global manager. Academy
of Management Learning and Education, 3(1), 100-115.
The article is referred to the concept of The Elusive Cultural Chameleon where the
concept of cultural intelligence sets up a new approach in training the managers of the global
platform in the field of intercultural. I the present stated of the global economy the changes and
the shift in the pattern of making the political tides that creates to a need of the intercultural
understanding and the need of professional knowledge. In the context of history the focus is
based on the intercultural training that is prepared with the help and contribution of an employee
in the workplace and also its work in a new culture. In the recent days the organization has made
it a routine to ask the manger while working in the multicultural environment and move from one
country to another. The challenge of shifting from one place to another and adapting oneself has
created a strong debate for the managers and accepts the challenges that they come across. It is
doubt both for the managers and the employee if the factor of shifting will be challenging or not.
The focus is in the cultural adjustment and in the areas of compelling which tends to remain
incomplete. The focus of the author remains on the implications for training and education for
global managers.
Fitzsimmons, S. R. (2013). Multicultural employees: A framework for understanding how
they contribute to organizations. Academy of Management Review, 38(4). 525-549.
In the following article Stacey R. Fitzsimmons had reviewed about the framework about
the understanding about the multicultural employee working under the same unit and its
contribution in the organization. The article reviews on the understanding that how the
employees gets well equipped in the workplace in the presence of other employee who are from

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different origin and state. In recent time the organization and small corporate companies are
keeping their aim focused in the area of maintaining a loyal relationship within the employee and
not entertain the fact about the cultural diversity. The organization is experiencing to raise a new
demographic of employee. In presence of multicultural individual, that can be identified for more
than one or two culture and is internalized that is associated in the cultural scheme. The author
attempts to create a map in possible ways so that the organization can cater to one or more
culture that is identified on the basis of integration. The integration is ranged from the point of
separation to integration and the identified plurality which sets its range from single to multiple.
The method of Cognitive and motivational mechanisms is drawn from the theory that is
identified how the patterns can be explained and influence both the benefits and challenges, of
the cultural moderation between the multicultural identity patterns and outcomes. It is the duty of
all the employees to contribute in organization.
Garcia‐Prieto, P., Bellard, E., & Schneider, S. C. (2003). Experiencing diversity, conflict,
and emotions in teams. Applied psychology, 52(3), 413-440.
The authors of this particular article have harped upon the points concerned with the
psychological aspect of cultural diversity in a workplace and its impact in enhancing productivity
in an organization. The article has harped upon the points concerned with the role of cultural
differences in leadership in influencing the functioning of an organization, the role of diversity at
workplace with specific stress on the positive role it plays, the role of intercultural competence in
influencing the functioning of an organization, the role of organizational leadership and shared
leadership in the promotion of a culturally sensitive and inclusive workplace. The definitional
aspect of culture has been reduced to a simplistic form for the purpose of definitional clarity
which as per the authors of this particular article a system bound by consensus and agreement to

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subscription of certain values and practices. The authors had through the process of applying the
developmental model in understanding organizational culture has necessitated that intercultural
competence as a phenomenon in an organizational set up is an offshoot of the factor of being
sensitive towards the cultural diversity in an organizational set up. The authors make the point
that the cultural diversity and sensitivity in an organizational set up can be brought about by the
means of following the system of vertical and shared leadership styles. Finally, the authors
necessitate the need for moderation across the organization in order to ensure that a perfect
harmony among the culturally diverse people of the organization, and a harmonious workplace
induces positivity in the minds of the employees and also inspires them to devote more effort
towards the benefit of the organization.
Jonsen, K., Maznevski, M. L., & Schneider, S. C. (2011). Diversity and its not so diverse
literature: An international perspective. International Journal of Cross Cultural
Management, 11(1), 35-62.
The following report is based on the journal that relates to diversity and its relationship in
international perspective. This paper will review on the workforce diversity and identify on the
challenges that is faced by the employee of the workplace. The author of the journal states the
reason stated for these challenges, the measure to fill up the gaps so that is proper functioning of
the organization, and there is a process to fill up the gaps in cross-cultural diversity. The
definition of diversity can be explained as the follows where the distribution of differences is
created among the working class respected to a common and similar attribute. The reason for the
diversity that is created in the management is because of the inconsistencies that lie within the
variation and how the diversity can be managed by ways of policies, structural integration,
corporate culture and top management.

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In the recent times, a research has been conducted on the teams and even on an individual
basis. This activity was conducted to ensure that the members of the team cannot automatically
make inferences in various levels of the managerial function and assume that the same theory
and policy is applied in different levels of the organization. The Human Resource department
must implement the changes and the area they can operate is in managing the demographics.
Ng, K.-Y., Dyne, L. V., & Ang, S. (2009). From experience to experiential learning:
Cultural intelligence as a learning capability for global leader development. Academy of
Management Learning & Education, 8(4), 511-526.
The author KOK-YEE NG, LINN VAN DYNE, SOON ANG., has written the journal
report, which is based on the research topic of experiencing the learning from the viewpoint of
cultural intelligence as a learning capability for the purpose of global development of leaders. In
the report the author explains the recognition of the important mechanism for the existing leaders
and the leaders that are aspiring to grown in their business. The existing research has been
focused on the performance of the leaders during international assignment. The performance of
the leader in the workplace must maintain the responsibility of not driving the concept of cultural
discrimination. The agenda of cultural diversity must be eradicated from the workplace so that
the employee feels the belongingness in the working zone and is not radically discriminated in
the ground of sex, caste, creed, religion or gender. The model that cater to the requirement has its
focus on the ways and technique how the leader can translate their international work into o
learning outcomes critical for global leadership development. The position of the cultural
intelligence forms as a moderator that enhances the likelihood of an employee and will engage
the four stages of experiential learning that is experience, reflect, conceptualize and experiment
which has the ability to turn the leads into global leader.

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Ramthun, A. J., & Matkin, G. S. (2012). Multicultural shared leadership: A conceptual
model of shared leadership in culturally diverse teams. Journal of Leadership &
Organizational Studies, 19(3), 303-314.
The authors of this particular article has harped upon the points concerned with the role
of cultural differences in leadership in influencing the functioning of an organization, the role of
diversity at workplace with specific stress on the positive role it plays, the role of intercultural
competence in influencing the functioning of an organization, the role of organizational
leadership and shared leadership in the promotion of a culturally sensitive and inclusive
workplace. This particular article deals with the conceptual framework associated with the
cultural diversity and the relation of it to the enhancement of the experience at the work place
and to that end, four points have been harped upon. First of all, the definition of culture has been
reduced to a simplistic form for the purpose of definitional clarity which as per the authors of
this particular article a system bound by consensus and agreement to subscription of certain
values and practices. Secondly, the authors had through the process of applying the
developmental model in understanding organizational culture has necessitated that intercultural
competence as a phenomenon in an organizational set up is an offshoot of the factor of being
sensitive towards the cultural diversity in an organizational set up. Thirdly, the authors make the
point that the cultural diversity and sensitivity in an organizational set up can be brought about
by the means of following the system of vertical and shared leadership styles. Finally, the
authors necessitate the need for moderation across the organization in order to ensure that a
perfect harmony among the culturally diverse people of the organization.
Stahl, G. K., Mäkelä, K., Zander, L., & Maznevski, M. L. (2010). A look at the bright side
of multicultural team diversity. Scandinavian Journal of Management, 26(4), 439-447.

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The authors of this particular article has harped upon the aspects of cultural diversity and
organizational management by means of focusing on the aspect of the positive effects of it and
diverting the attention away from the negative aspects that which have been highlighted of it.
This is reflective of the fact that the methodological aspect of the research approaches adopted
by the various research scholars that there have been a paradigmatic shift in the research
methodologies drawing linkages between theory and practice and that is manifest in the linkages
drawn between the culture and management practices on a global sphere. The authors had
through the process of applying the developmental model in understanding organizational culture
has necessitated that intercultural competence as a phenomenon in an organizational set up is an
offshoot of the factor of being sensitive towards the cultural diversity in an organizational set up.
The cultural diversity at a work place is the source of the exchange of diverse ideas emerging
from various backgrounds, social set ups and experiences and that leads to the enrichment of the
vibrancy of the workplace environment. Not just from the point of view of business and profit
but also from the point of view of aesthetics, cultural diversity makes the work place much more
enjoyable and it thus gets translated into a greater amount of positive outcome from the end of
the employees towards the organization and its benefit. Apart from the contractual benefits, the
conditions making the workplace enjoyable are equally necessary.
Steers, R. M., Sanchez-Runde, C., & Nardon, L. (2012). Leadership in a global context:
New directions in research and theory development. Journal of World Business, 47, 479-
482.
The journal is based on the research topic of leadership in the recent global environment.
The article is focused on the topic of culture, gender and leadership. The goal of the article is to
highlight the issues that are related to the interrelationships between national cultures,

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organizational behaviors and leadership. The hope of the author of the article is to summarize the
current field in making new direction for future research and the theory that is inclined towards
the development of leadership with the help of different theory. The requirement of a good leader
is very important for the organization because it is the root of the business that directs and
coordinates the employee and the staffs. The role of leaders should be posed with the quality of
having a good personality, courage, clear vision and the ultimate ambition to succeed in the
business. On the other hand, the good leader clears out the factors of racism and gender
discrimination. When the factor of discrimination steps in the organization the biasness should
not be done with a female and male in the position of a leaders. It should be facilitated by the
owner of the company that the ability that both a male and a female individually have that
capability to run the management. Hence the system of honesty and integrity must be
maintained.
Zhou, W., & Shi, X. (2011). Special Review Article: Culture in groups and teams: A review
of three decades of research. International Journal of Cross Cultural Management, 11(1), 5-
34.
The authors of this particular article has harped upon the aspects of cultural diversity and
organizational management styles and has arrived at their conclusions on the basis of
undertaking empirical research methods involving the analysis of a total number of 85 empirical
studies which have been published in the past from a range of chosen 15 leading management
journals within the time frame ranging from the years 1980 to 2009. The methodological aspect
of the research involved the analysis of the variable of cultural values in an organizational set up
in various journals as dependent and independent variable, as per the corresponding research
approach of the journal. On a closer analysis of the methodological aspect of the research

9CULTURAL DISTANCE AS A CULTURAL CONSTRUCT
approaches adopted by the various research articles show that there have been a paradigmatic
shift in the research methodologies drawing linkages between theory and practice and that is
manifest in the linkages drawn between the culture and management practices on a global
sphere. The available literature of the yesteryears on leadership theory with reference to the cross
cultural management has focused more on the universalization of the leadership practices in
order to deal with the aspect of cultural diversity and thus the authors of the contemporary times
have necessitated the need for a deconstruction of that strand of thought which seeks to
universalize the management and leadership practices in a cross culturally diverse organizational
set up as that negates the fact that cultural contingencies and specificities vary across the globe
and each geographical contiguity is marked by a specific cultural set up and value predisposition
which varies from one geographical contiguity to the other.

10CULTURAL DISTANCE AS A CULTURAL CONSTRUCT
References:
Dickson, M. W., Castaño, N., Magomaeva, A., & Den Hartog, D. N. (2012). Conceptualizing
leadership across cultures. Journal of world business, 47(4), 483-492.
Earley, P. C., & Peterson, R. S. (2004). The elusive cultural chameleon: Cultural intelligence as a
new approach to intercultural training for the global manager. Academy of Management
Learning and Education, 3(1), 100-115.
Fitzsimmons, S. R. (2013). Multicultural employees: A framework for understanding how they
contribute to organizations. Academy of Management Review, 38(4). 525-549.
Garcia‐Prieto, P., Bellard, E., & Schneider, S. C. (2003). Experiencing diversity, conflict, and
emotions in teams. Applied psychology, 52(3), 413-440.
Jonsen, K., Maznevski, M. L., & Schneider, S. C. (2011). Diversity and its not so diverse
literature: An international perspective. International Journal of Cross Cultural
Management, 11(1), 35-62.
Ng, K.-Y., Dyne, L. V., & Ang, S. (2009). From experience to experiential learning: Cultural
intelligence as a learning capability for global leader development. Academy of
Management Learning & Education, 8(4), 511-526.
Ramthun, A. J., & Matkin, G. S. (2012). Multicultural shared leadership: A conceptual model of
shared leadership in culturally diverse teams. Journal of Leadership & Organizational
Studies, 19(3), 303-314.

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Stahl, G. K., Mäkelä, K., Zander, L., & Maznevski, M. L. (2010). A look at the bright side of
multicultural team diversity. Scandinavian Journal of Management, 26(4), 439-447.
Steers, R. M., Sanchez-Runde, C., & Nardon, L. (2012). Leadership in a global context: New
directions in research and theory development. Journal of World Business, 47, 479-482.
Zhou, W., & Shi, X. (2011). Special Review Article: Culture in groups and teams: A review of
three decades of research. International Journal of Cross Cultural Management, 11(1), 5-
34.