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CCM (Cross cultural competence (Culture (cultural knowledge (Etic (Shame…
CCM
Cross cultural competence
Culture
Topical
Historical
Behavioral
functional
structural
Normative
mental
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set of ideals, values, norms, laws
patterned/interrelated ideas, symbols, behaviors
way humans solve problems of adapting
shared, learned human behavior
social heritage
Everything included in topics
social organization, religion, economy
Geerts
embodied in symbols
system of inherited conceptions
through which men communicate, develop knowledge and attitude
cultural knowledge
Emic
based on insider/native views
Ethnography
3 falacies
Behavioral
Idealist
Cognitive
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ethnography is not mindreading
ethnography cant be reduced to brute behavior
Goals
obsess about small facts
transcend the local logic
accept incompleteness of analysis
Etic
based on outsider/scientific views
Shame cultures
Guilt cultures
individualism
internal conscience
fear of punishment
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collectivism
loss of face
fear of abandonment
personal identity
3 levels of uniqueness
personality
culture
human nature
Etic models of cultural dimensions
Hall's
Hofstede's
Individualism vs copllectivism
masculinity vs femininity
unceertainty avoidance
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critisizms of Hofstede
Epistemological
Methodological
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western bias
Advantages of Hofstede
Nature of managerial work
dominance of scientific approach
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High vs Low context
space
time (monocronic vs polychronic)
Trompenaar's
Globe's
power distance
uncertainty avoidance
humane orientation
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Universalism vs particularism
individualism vs collectivism
specific vs diffuse
nuetral vs affective
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Corporate culture
ways to identify cultures
symbols and behaviors
power distributions
problem solving processes
work values
individual beliefs about desirable end states
Culture and psychology of work
psychological contracts
expectations, equality, equity
causal attributions
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equity principle - contribution reward
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rules
constitutive
regulative
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define the nature of a rule based domain
Normative control
attempt to elicit and direct efforts of members
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homogenization
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knowledge of others' values
capacity to adapt behavior
ability to reflect upon own issues
awareness
sensitivity
adroitness
Communication
3 factors in effective communication
AIA model
attention
Interpretation
action
Two cultural screens affecting interactions
Culturally mediated cognitions
language and linguistic structures
selective perception
cognitive evaluation
cultural logic
assuming others are similiar
ataching meaning to messages
missing non verbal messages
Culturally mandated protocols
(in)/appropriate topics for discussion
message formatting
conversational formalities
(un)/acceptable behaviors
interruption, emotional displays
titles, speaking order...
content/context
knowledge sharing in organizations
constraints
lack of common language
ethnocentrism
dominant groups
ignore cultural differences
own knowledge is "superior"
constraints in general knowledge transfer
Ambiguity
interference
lack of equivalence
assuming stuff
imposing own beliefs on knowledge
multiple meanings
facilitators
dominant groups being good bois
commitment to learning and innovation
trust and ability to handle multicultural groups
Absorptive capacity
what makes people receptive to new knowledge?
psychological distance
what makes knowledge 'sticky'
people can't let go of it
Ethics
Particularism
Moral relativism
no absolute moral facts
situational / contextual
Descriptive
Normative
convictions and facts can differ between cultures
moral beliefs differ between cultures
challenges
any external critisism - illegitimate
limits moral progress potential
truth is subjective
right/wrong is circumstantial
Universalism
truth is absolute
right/wrong determines by religion, laws, rules
Moral absolutism
some moral facts always true
challeges
problem of definition and application
value conflict
if theres supreme good
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unclear what happiness/wellbeing is
to decide absolute knowledge is needed
Globes 4 dimensions of ethical management
character and integrity
altruism
collective motivation
encouragement
Ideology
relationship between ideas and social reality
neoliberalism
human wellbeing
liberating individual entrepreneurial freedoms/skills
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Contemporary truisms
public vs private sectore
innovation is a force for good
knowledge economy
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increases customer satisfaction
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products through relying on tech
long term investment by the state
state staying out of private sector
problematic
looks like its true
Leadership
4 organizational leadership dimensions
Strategic
ethical
managerial
team
team cohesion
direction
performance
operational control
accountability
ethical behavior
social responsibility
corporate mission
objectives
corporate culture
3 contemporary approaches
Universal
Normative
Contingency
local manager
no universal traits..
leader as a global manager
common set of leader traits apply everywhere
leadership traits/processes constant everywhere
3 managerial roles
interpersonal
informational
decisional
make strategic/tactical decisions
collecting, organizing info
timely
building and leading effective groups
3 elements of the environment
cultural
organizational
situation contingencies
people, goals, formal roles...
stakeholders, strategies...
Global manager
Expatriates
frequent flyers
virtual managers
low to no cultural embededness
high tech dependance
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short term face to face
moderate-low cultural embededness
moderate-low tech dependance
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face to face
high cultural embededness
low tech dependance
regional myopia
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Globalization
flat or spiky world?
flat
geographical distance tamed by tech.
spikey
economic horsepowers
path dependancy
location paradox
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convergence or divergence?
convergence
efficiency
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divergence
increased contact
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globalists
positive
pessimistic
inter-nationalists
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less diversity
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multicultural
improves life
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sources of legitimate power
charismatic
traditional
legal/rational
bureucratic, rule based
hereditary, social inequality
personal excellence, virtues
Organizational structure and identity
organizational designs
product
area design
function
customer
mix
web-based global networks
Regional organizing models
Investor model
family model
network model
mutual benefit model
widely distributed power
technial mastery based selection
collaboration between employees
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moderately distributed power
seniority based selection
employee consultation top decision
weak legal strong social protection
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confucianism
Guanxi - strong personal relationships
centralized power
top down
weak legal protection
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centralized power
professional educatoin based selection
top down centralized management
weak legal protection
powerful CEO
fluid organization design
3 types of decision making processes
Centralized
Consultative
Collaborative
high participation
moderate problem analysis
slow decision making
moderate participation
slow problem analysis
slow decision making
low participation
rapid problem analysis
rapid decision making