TITLE

Assessing the potential for effective cross-cultural working between �new� Russian managers and western expatriates

AUTHOR(S)
Camiah, Natasza; Hollinshead, Graham
PUB. DATE
August 2003
SOURCE
Journal of World Business;Aug2003, Vol. 38 Issue 3, p245
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
This article addresses the critical issue of relationship building between young Russian managers, and their expatriate counterparts from western countries. It adds to the existing body of literature in focusing on cross-cultural interaction in the development of knowledge management rather than concentrating upon the one-sided transfer of knowledge that has been characteristic of many articles of this genre. A questionnaire was administered to eastern and western parties to international team working in the Moscow region to investigate the complexities of adjustment to new cultural realities. This survey was followed up by in depth interviews probing aspects of motivation and mutual perception. The paper constructs its argument as follows. First, with reference to established paradigms in cultural theory, it signals the breadth of the cultural chasm between eastern and western management and organisation. Second, in modifying �embedded� cross-cultural concepts, it suggests that new, and more interactive, forms of cross-cultural engagement are being demanded in the rapidly changing international business environment now embracing Russia. Finally, by drawing upon fieldwork results, it is established that participants need to both �learn� and �unlearn� modes of thinking and perception in order to become fully effective international actors.
ACCESSION #
11980098

 

Related Articles

  • The Application of the SECI Model in Cross-Cultural Contexts. Easa, Nasser; Fincham, Robin // Proceedings of the European Conference on Knowledge Management;2011, Vol. 1, p232 

    This study provides theoretical analysis for the applicability of the SECI model in cross-cultural contexts. The model was produced in 1995 by Nonaka and Takeuchi for creating knowledge in organisations through four processes: socialisation, externalisation, combination and internalisation. The...

  • Leadership and organizational learning: A multiple levels perspective. Berson, Yair; Nemanich, Louise A.; Waldman, David A.; Galvin, Benjamin M.; Keller, Robert T. // Leadership Quarterly;Dec2006, Vol. 17 Issue 6, p577 

    Abstract: We review theoretical and empirical work relevant to the nexus of leadership with organizational learning. We build on the classic distinction between exploration and exploitation and the 4I framework of organizational learning [Crossan, M. M., Lane, H. W., & White, R. E. (1999). An...

  • The Perception and Influence of Romanian Leadership in Generating and Transforming Organizational Knowledge. Mândruleanu, Anca // Proceedings of the European Conference on Intellectual Capital;2010, p407 

    The purpose of this paper is to present some of our results concerning the role and influence of leadership in generating and transforming organizational knowledge. Managing an organization is difficult to do, while leading it is even more difficult. Nowadays, in the knowledge-based economy,...

  • To Study the Relationship Between Knowledge Utilization and Learning Capability in a Team. Shukla, Manasi // Proceedings of the International Conference on Intellectual Capi;2013, p394 

    In this empirical paper, we study the relationship between knowledge utilization and learning capability in a team environment. The knowledge utilization concept has received scant attention so far. While knowledge transfer rests solely on the knowledge flows, the novel construct of knowledge...

  • Systems Thinking. Zulauf, Carol Ann // Executive Excellence;Jul2004, Vol. 21 Issue 7, p13 

    Discusses the importance of systems thinking in examining organizational dynamics. Need for employees and executives to observe patterns within organizations; Elements of systems thinking; Ways of becoming more proactive in terms of organizational structuring.

  • The CLO's Role: Marketing Learning Success. Meister, Jeanne C. // Chief Learning Officer;Jul2005, Vol. 4 Issue 7, p58 

    This article reports that marketing is part of the next frontier for chief learning officers. As they are increasingly held accountable for impact on the business, learning executives must be aware of the myriad influences they can have on their success, including marketing, communications and...

  • The CLO's Role: What's Next? Meister, Jeanne C. // Chief Learning Officer;Apr2005, Vol. 4 Issue 4, p70 

    This article focuses on the role of a chief learning officer (CLO). Some CLOs mostly enjoy the excitement of a turnaround or a startup. The tenure statistics suggest that most CEOs will oversee at least one changing of the CLO guard during their reign. In the first year or so on the job, a CLO...

  • Aligning Human Resource Development for Greater Relevance. Chang, Richard Y. // Chief Learning Officer;Aug2007, Vol. 6 Issue 8, p15 

    The article discusses two key areas that chief learning officers (CLO) must develop for greater business relevance. They include business transformation scenario planning and key talent retention and development, which can help add value for the business. According to the author, placing...

  • BEHIND MANAGERS' AMBIDEXTERITY - STUDYING PERSONALITY TRAITS, LEADERSHIP, AND ENVIRONMENTAL CONDITIONS ASSOCIATED WITH EXPLORATION AND EXPLOITATION. Keller, Tobias; Weibler, Jürgen // Schmalenbach Business Review (SBR);Jul2014, Vol. 66 Issue 3, p309 

    Exploration and exploitation are defined as two integrative concepts of organizational learning behavior, both of which are associated with different types of tasks. We find that the exploration task type is positively related to a personal disposition towards openness to experience and to...

Share

Read the Article

Courtesy of VIRGINIA BEACH PUBLIC LIBRARY AND SYSTEM

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics