This Handbook presents a comprehensive and contemporary compendium of the field of cross-cultural management (CCM). In recognition of current trends regarding migration, political ethnocentrisms and increasing nationalism, the chapters in this volume not only cover the traditional domains of CCM such as expatriation, global (virtual) teamwork and leadership, but also examine emerging topics such as bi/multi-culturalism, migration, religion and more, all considered from a global perspective. The result is a Handbook that acknowledges and builds on a variety of research traditions (from mainstream to critical), updates existing knowledge in relation to current challenges, and sets the direction for future research and developments, making this an invaluable resource for researchers in the field, and across related areas of international business, management, and intercultural relations. Part 1: Multiple Research Paradigms for the Study of Culture; Part 2: Research Methods in Cross-Cultural Management; Part 3: Cross-Cultural Management and Intersecting Fields of Study; Part 4: Individuals and Teams in Cross-Cultural Management; Part 5: Global mobility and Cross-Cultural Management; Part 6: Developing Intercultural Competence.

Cross-Cultural Management and Cultural Identity: Past Perspectives and Present Prerequisites

Cross-Cultural Management and Cultural Identity: Past Perspectives and Present Prerequisites

Cross-cultural management and cultural identity: past perspectives and present prerequisites
Mary Yoko Brannen

Understanding how individuals identify (or not) with their relevant cultural groups is critical to research and practice in cross-cultural management (CCM). It is central to all aspects of person-fit including organizational-fit, job-fit, and, more broadly, cultural-fit that directly affects well-being, retention, and performance (for a review see Hom et al., 2017). With unprecedented migration, workforce mobility, global expansion of firms often taking the form of cross-cultural mergers and acquisitions or international joint ventures, one would think that cultural identity would be a central, well-defined construct in the field of CCM, but it is not. The purpose ...

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