Gary Garrison, Michael Harvey and Nancy Napier
This paper examines the role of managerial curiosity as a critical factor in determining the future impact of disruptive information technologies in a global organization…
Abstract
This paper examines the role of managerial curiosity as a critical factor in determining the future impact of disruptive information technologies in a global organization. Specifically, this paper presents curiosity as a managerial characteristic that plays an important role in identifying disruptive information technologies and facilitating their early adoption. Further, it uses resource‐based theory as a theoretical lens to illustrate how managerial curiosity can be a source of sustained competitive advantage. Finally, it examines the individual decision styles that are best suited in assessing disruptive information technologies.
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Andre Anugerah Pekerti, Quan Hoang Vuong and Nancy K. Napier
The purpose of this paper is to bring to light the double edges faced by individuals who have international and multicultural experiences. The implication is that these…
Abstract
Purpose
The purpose of this paper is to bring to light the double edges faced by individuals who have international and multicultural experiences. The implication is that these individuals encounter acculturation challenges, and also gain from their multiculturality. The authors adopt Berry’s (2011) integration and multiculturalism framework to analyze the experiences and challenges that multi-culturals face. This paper suggests ways to glean the silver lining within organizations to help manage and master multicultural experiences in the workplace to benefit both individuals and organizations.
Design/methodology/approach
The authors used empirical materials from expatriates who have worked across multiple cultural contexts. Based on these the authors present three examples to illustrate how expatriates and multicultural individuals place themselves in situations where they experience contact and challenges associated with adopting multiple cultures. The authors then analyze these examples to show how the experiences involve psychological-level integration challenges for Multi- and n-culturals.
Findings
The three multicultural expatriate examples suggest that individuals with international and multicultural experiences who are successful at managing their experiences develop cognitive and behavioral complexity. However, these individuals also face continuous acculturation including cognitive and ethno-cultural identity conflicts such as, rejection from multiple cultural perspectives because they continually cross-multiple cultural microcosms. Suggestions are presented to help maintain one’s sense of self-worth and minimizing ethno-cultural conflicts.
Research limitations/implications
Notwithstanding the value of analyzing the examples of expatriate acculturation experiences, the limitation to the examples is that it is limited to the experience of three individuals. However, the examples were effective in raising points to discuss relevant challenges and/or the double-edged reality faced by boundary spanners, multi-, and n-culturals.
Practical implications
The paper presents possible ways multi- and n-culturals navigate through their multiculturalism, including suggestions to help individuals who struggle with their multiculturalism through mentoring.
Social implications
The paper highlights the challenges of acculturation and suggests ways that individuals can overcome these challenges. It further suggests how organizations can take advantage of such individuals by utilizing existing personnel within the organization.
Originality/value
The paper is one of the few that acknowledge multiculturalism is highly challenging even for successful multi-culturals and n-culturals. Currently the literature is scant concerning how individuals can manage and master multicultural experiences in the workplace. The paper suggests a number of useful strategies for individuals and organizations to manage the challenges.
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The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to…
Abstract
The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to as “culture clash.” To provide managers with actionably insight, PRF dissects PMI risk into specific relationship-oriented phenomena, critical to outcomes and which should be addressed during PMI. This framework is a conceptual and theory-grounded integration of numerous perspectives, such as organizational psychology, group dynamics, social networks, transformational change, and nonlinear dynamics. These concepts are unified and can be acted upon by integration managers. Literary resources for further exploration into the underlying aspects of the framework are provided. The PRF places emphasis on critical facets of PMI, particularly those which are relational in nature, pose an exceptionally high degree of risk, and are recurrent sources of PMI failure. The chapter delves into relationship-oriented points of failure that managers face when overseeing PMI by introducing a relationship-based, PMI risk framework. Managers are often not fully cognizant of these risks, thus fail to manage them judiciously. These risks do not naturally abide by common scholarly classifications and cross disciplinary boundaries; they do not go unrecognized by scholars, but until the introduction of PRF the risks have not been assimilated into a unifying framework. This chapter presents a model of PMI risk by differentiating and specifying numerous types of underlying human-relationship-oriented risks, rather than considering PMI cultural conflict as a monolithic construct.
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John A. Volkmar and Kate L. Westbrook
To assess changes over the past decade in the self‐reported levels of adjustment, job performance, and professional acceptance of western women professionals working in Japan.
Abstract
Purpose
To assess changes over the past decade in the self‐reported levels of adjustment, job performance, and professional acceptance of western women professionals working in Japan.
Design/methodology/approach
Napier and Taylor's benchmark 1995 study of western women working in Japan is replicated ten years later on a similar sample group of women in Japan. Questionnaire responses to questions about cultural adjustment, job performance, and professional acceptance are compared for the original and new samples.
Findings
Despite increased westernization of business practices in Japan and a greater representation of Japanese women in management positions, no statistically significant change is found in the scores for the three measures examined over the ten year period. The incidence of formal training, preparation, and support provided by employers was higher for the more recent sample.
Research limitations/implications
The sample size is relatively small and represents only women in the Tokyo area, which may limit the study's generalizability to women in less metropolitan areas of Japan.
Practical implications
Both for those women professionals who live and work in Japan and for HRM professionals responsible for expatriation and adjustment issues involving those women, provides evidence that adjustment challenges persist despite changes in Japan's sociocultural environment.
Originality/value
By carefully replicating the original study and sample characteristics as closely as possible, this paper provides a useful longitudinal perspective on the situation of foreign women professionals in Japan.
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To offer a framework of structural and contextual influences on knowledge transfer of foreign management ideas to Vietnamese academic and managerial colleagues. It addresses four…
Abstract
Purpose
To offer a framework of structural and contextual influences on knowledge transfer of foreign management ideas to Vietnamese academic and managerial colleagues. It addresses four factors: stage of relationship between Vietnamese and foreign counterparts; participative competence (i.e. knowledge, experience, and motivations of those sending and receiving knowledge); atmosphere within each side's organization; and conduit conditions, or factors that facilitate transmittal or translation of knowledge.
Design/methodology/approach
The paper draws on an ethnographic study from 1994‐2003 of the creation of Vietnam's first international standard business school, within the National Economics University (NEU), in Hanoi, which included participant observation, semi‐structured and informal interviews with over 60 Vietnamese faculty members, managers, university administrators, and foreign visiting professors and administrators, field notes, documentation, and archival records.
Findings
The paper concludes that long‐lasting knowledge transfer is not straightforward in its flow; must be bi‐directional for the primary transfer (i.e. of Western business knowledge) to succeed, and moves from primarily explicit to both explicit and more tacit knowledge transfer.
Research limitations/implications
The paper calls for additional research on perceptive competence, organizational atmosphere, conduit conditions, and turning points in relationships.
Practical implications
A toolkit for managers on key aspects to consider in knowledge transfer and exchange within developing countries and within multinational firms.
Originality/value
The paper expands existing models and adds new components regarding the relationship between parties, and the notion of bi‐directional interactions.
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Tom Bellairs, Jonathon R. B. Halbesleben and Matthew R. Leon
Sudden crises, known as environmental jolts, can cripple unprepared organizations. In recent years, financial jolts have led many organizations, particularly government…
Abstract
Sudden crises, known as environmental jolts, can cripple unprepared organizations. In recent years, financial jolts have led many organizations, particularly government organizations, to respond by furloughing employees. Furloughs can engender various responses in employees that can lead to negative work outcomes for both the employees and the organization. Previous research shows that the implementation of strategic human resource management (SHRM) practices, such as commitment-based systems, can mitigate the negative effects of environmental jolts. Utilizing the knowledge-based view and affective events theory, we propose a multilevel model where SHRM practices moderate employee affective responses to furloughs, which, in turn, drive subsequent employee behavioral outcomes.
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Theresa M. Floyd and Wookje (UJ) Sung
Post-merger integration (PMI) success depends heavily on the social and cultural integration of the two legacy organizations. Given that organizational members work and exchange…
Abstract
Post-merger integration (PMI) success depends heavily on the social and cultural integration of the two legacy organizations. Given that organizational members work and exchange information through social relationships, social network analysis can serve as a useful tool to identify key actors, address areas of concern, and measure PMI success. However, few PMI studies have employed a social network perspective or social network analysis. In this chapter, the authors review the current literature on PMI and organizational change, including the few studies that use social networks approach. The authors also identify recent developments in social networks and organizational change research that can improve our understanding of PMI processes and propose promising avenues for future research. Further, the authors identify obstacles for social network research on PMI and provide practical advice for overcoming them.
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Gregorio Sánchez Marín and Antonio Aragón Sánchez
This paper analyzes the links among executive compensation, a firm’s strategic orientation, and firm performance. A number of key questions relative to the relationships among…
Abstract
This paper analyzes the links among executive compensation, a firm’s strategic orientation, and firm performance. A number of key questions relative to the relationships among these elements remain unanswered because prior research on this subject has reported mixed results, and, moreover, has been confined almost exclusively to U.S. firms. We develop a framework that draws on arguments from agency theory to identify such links. A research design with both archival and survey data is used to test hypotheses in a sample of 253 Spanish companies. We found that top managers’ compensation systems are linked with a firm’s strategic orientations, but in a different form than that of previous studies. Results show two differentiated groups of firms: (1) prospective firms that adapt their managerial compensation systems to the requirements of strategic context, consequently obtaining positive performance effects; and (2) conservative firms that design managerial compensation systems independent of strategic context, consequently not obtaining additional performance benefits.
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In recent years, preparations for the transition from the Post-industrial society to Community 5.0 have been continuing at full speed. The change in this process necessitates…
Abstract
In recent years, preparations for the transition from the Post-industrial society to Community 5.0 have been continuing at full speed. The change in this process necessitates changes in the roles and structure of the labour force in societies. While work and family living spaces of the individual change the dimensions of his/her interaction, they increase the importance of work–family life balance gradually. The basis of conflicts (imbalances) in roles in work and family life is based on three pillars: time, tension and behaviour. The conflicts in the work and family life spaces take place in two sub-dimensions, namely ‘work-family conflict’ which is directed from work to family and ‘family-work conflict’ which is directed from family to work. The conflict between work and family life leads to individual, organisational and familial consequences. Effective communication with the social support of the organisation and the members of family is of great importance for individuals not to experience a work–family conflict.
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Noof Aldaheri, Gustavo Guzman and Heather Stewart
This study aims to explore how professional–cultural knowledge is reciprocally shared between experienced expatriates and novice local nurses. To address this, the situated…
Abstract
Purpose
This study aims to explore how professional–cultural knowledge is reciprocally shared between experienced expatriates and novice local nurses. To address this, the situated learning in practice lens is combined with social exchange lens.
Design/methodology/approach
An interpretive case study methodology enabled an exploratory approach into the knowledge-sharing practices between experienced expatriates and novice local nurses in Saudi Arabia.
Findings
Insights gained in the fieldwork suggest that professional–cultural knowledge sharing (KS) often occurred through three primary practices, namely, developing a professional–cultural meaning, forming clinical competency development opportunities and intervening in unfamiliar professional–cultural situations. In addition, two micro-level conditions shaped the reciprocity of professional–cultural KS practices between expatriate and local nurses, which were individual differences and situational conditions.
Originality/value
This study advances and improves the understanding of two intertwined but rarely studied aspects of knowledge-sharing practices. The exploratory lens sought and gained rich insights into the knowledge-sharing practices between experienced and novice individuals and expatriate and local individuals.