Edited By Michael B. Hinner
A Case Study in Intercultural Management Communication: Icelandic Managers and French, Spanish, and Indian Employees - Erla S. Kirstjánsdóttir and Judith N. Martin 81
81 Introduction to A Case Study in Intercultural Management Communication: Icelandic Managers and French, Spanish, and Indian Employees By Erla S. Kristjánsdóttir and Judith N. Martin Kristjánsdóttir and Martin note that business is increasingly international from traditional undirectional efforts to recent multi-directional globalization efforts. As many business scholars and practitioners point out, communication problems in international business often stem from a lack of understanding of cross- cultural differences in management, human resource management, competitive intelligence, business ethics, knowledge-sharing as well as work and life values. The authors also note, though, that there have been few studies that examine the points of conflict or asynchrony in intercultural interaction in international busi- ness settings. Only some studies have actually dealt with this issue, and these studies identified points of intercultural conflict in the manager-employee, man- ager-manager, and manager-international manager relationships. A number qualitative studies, deemed by the authors to be more useful in an intercultural context, revealed that many managers resort to national cultural comparisons (often relying on stereotypes) to makes sense of the complex reality of interna- tional alliances, but such comparisons were not as viable as encouraging differ- ent competing systems of organizing (competitive, hierarchical, and egalitarian). It was discovered that encouraging and listening to different points of view im- proves the chances of viability in an international alliance. Specifically that by encouraging different ways of organizing to coexist in the same alliance – though chaotic and messy – it prevents any one from becoming dominant; hence, ensuring...
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