Article by Luciara Nardon & Richard M. Steers PowerPoint by Michael Varnell
Education Bachelor’s degree in accounting from Universidade Federal do Rio Grande do Sul, Brazil Graduate degree in accounting from Fundação Getúlio Vargas, Brazil Two master’s degrees in business from Universidad de Ciencias Empresariales y Sociales, Argentina Peter F. Drucker Graduate School of Management, Claremont Graduate University, U.S.A. Ph.D. in international management and strategy from the University of Oregon, U.S.A. Currently an Assistant Professor at the Sprott School of Business, Carleton University Research areas: Cross-cultural management Virtual organizations Cultural approaches to technology management Socio-cognitive institutions
Education: Ph.D., University of California, Irvine (Management and Industrial Psychology), l973 M.B.A., University of Southern California (Industrial Relations), l968 B.A., Whittier College (History), l967 University of Copenhagen, Denmark (Scandinavian Studies), l965-l966 Currently a Professor Emeritus of Organization and Management at Lundquist College of Business, University of Oregon, Eugene, Oregon Research Areas Organizational behavior Work motivation theory Cross-cultural management
Interacting in a global economy The problem is not just differences in language, but in cultures. “the collective programming of the mind that distinguishes one group or category of people from another” - Hofstede Technological advancements increased the pace and complexity to new heights Preconceived notions hinder successful relationships between cultures
Issues: How do we succeed in a highly competitive global economy? How can we learn new cultures and adapt? Three key strategies Cultural Fluency Developing a Global Mindset Learning Cultures on the Fly
Mastering the culture and language of a specific country Most used for long-term periods of time (living abroad for a year, etc) Is not as good if business will be done across several cultures; today’s business environment Does require time and immersion, difficult to do in your home country.
“An ability to develop and interpret criteria for personal and business performance that are independent of the assumptions of a single country, culture or context and to implement those criteria appropriately” Allows you to interpret situations then choose the most appropriate action for each particular situation Learn a bit about a lot of different cultures that you may come across This is most used when you know you will be doing business with many cultures concurrently
Other preparations may be better, but not always practical. Principal challenges to adaptation: “Many intercultural encounters… leave little time to learn about the other culture” May have many cultures working together and is unclear which culture to adapt to. The increase of virtual meetings are making inter- cultural interactions happen more quickly and may require learning on the fly. “Learn how to learn” Create a climate and culture of learning (Slater)
Developed by David Kolb Based on Dewey “Theory of experience” (Kolb) Composed of Four stages that include two modes of constructing knowledge Learn Concrete experience Observation and Reflection React Abstract Concepts and Generalizations Testing Implications of Concepts May begin in any of the four stages.
Concrete Experience
Concrete Experience Results from actual interactions “We all share the same intensity of experience” How did you feel Observation and Reflection What are the facts and details What did you take away from the experience Does this shape the experience
Abstract Concepts and Generalizations Develop a theory explaining the experience And alternative courses of action Testing Implications and Concepts Utilize the process to change concrete experiences Continual process
Developed because the other theory does not account for the social aspect of learning “The learning process is seen as interdependent and interactive” The best intercultural interaction results from all parties learning to work together efficiently Four Steps: Negotiating Identity Negotiating Meaning Negotiating New Rules Negotiating New Behaviors
Step 1: Negotiating Identity Self identity A cultural audit (Begley) Individuals define themselves in relation to others We often view others based on our own opinions and biases Identity negotiation is critical Self-awareness Empathy
Step 2: Negotiating Meaning Understand viewpoints Clarify and create certainty Negotiate meanings involves Inquiry Advocacy Focus on Information gathering; collecting information from any and all sources Information analysis; interpret the information in light of the context
Step 3: Negotiating New Rules Needed to inform and guide future interactions Should cover crucial obstacles Can combine cultures or implement new one May intel un-intuitive methodologies (Metters) Key skills Integration of information Transformation of information
Step 4: Negotiating New Behaviors Implementing the negotiated rules requires commitment and flexibility Utilize self-awareness and utilize strengths Continue the process for new problems encountered
Multicultural experiences are an increasing reality in today's business environments and managers must be able to work within many cultures to be successful. In order to achieve this results managers: Should observe there environment Assess the context of the environment Analyze alternative actions Implement actions Review results and reapply
1.Nardon, Luciara and Steers, Richard M. “The New Global Manager: Learning Cultures on the Fly.” Organizational Dynamics; 37.1 (2008): A.Y. Kolb and D.A. Kolb, “Learning Styles and Learning Spaces: Enhancing Experimental learning in higher education,” Academy of Management learning and Education, 2005 volume 4 issue Slater, Stanley F. and Narver, John C Market Orientation and The Learning Organization volume 59 issue 3 pp Metters, Richard 2008 A case study of national culture and off shoring Internal Journal of Operations & Production Management volume 28 issue 7- 8 pp Begley, Thomas, Boyd, David Why Don't They Like Us Overseas? Organizing U.S. Business Practices To Manage Culture Organizational Dynamics volume 32, Issue 4, November 2003, Pages _research/Inardon.html