Cross-Cultural Management in Practice
Show Less

Cross-Cultural Management in Practice

Culture and Negotiated Meanings

Edited by Henriett Primecz, Laurence Romani and Sonja Sackmann

Based on the view that culture is dynamic and negotiated between actors, this groundbreaking book contains a collection of ten cases on cross-cultural management in practice. The cases draw on field research revealing challenges and insights from working across nations and cultures. Each case provides recommendations for practitioners that are developed into a framework for effective intercultural interactions as well as offering illustrations and insights on how to handle actual cross-cultural issues. This enriching book covers various topics including international collaborations across and within multinational companies, organizational culture in international joint ventures and knowledge transfer.
Buy Book in Print
Show Summary Details

Chapter 8: Engineering Culture(s) Across Sites: Implications for Cross-cultural Management of Emic Meanings

Jasmin Mahadevan

Extract

8. Engineering culture(s) across sites: implications for cross-cultural management of emic meanings Jasmin Mahadevan INTRODUCTION Cultural difference in organizations is often referred to as national cultural difference. Yet as culture provides a focus point for collective belonging, it can also be conceptualized as ‘collective identity’, a direction this chapter is going to follow. Collective identities can develop on different levels, even if different aspects of culture, for example, artefacts, might be shaped by an organization’s national cultural surroundings. This suggests that organizations are made up of more than mere national cultural identities – we can also find professional cultures, organizational cultures and site culture, to only name a few. It is often suggested that these alternate collective identities are mere ‘subcultures’ and hence of lesser importance than national cultural differences. However, from the anthropological point of view, all levels of collective identity can and might be equally powerful – depending, for example, on context, plays of power, individual or group agenda. Using the case of a German hightech company and its offshore site in India, this chapter will show when and how these alternative collective identities become salient. For the sake of confidentiality, all names have been changed. THEORETICAL BACKGROUND AND METHOD Culture is many things, depending on perspective. However, to understand the findings from this case, one has to look at culture anthropologically, and this is the reason for the first section of this chapter to be devoted to theory. Recent anthropological theory since Geertz (1973) conceptualizes culture as an...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.


Further information

or login to access all content.