Henriett Primecz

Paradigm Interplay for Theory Development: A Methodological Example With the Kulturstandard Method

Cross-cultural management research is done in both the positivist and the interpretive paradigms. Calls are repeatedly made to consider this diversity, thus asking for more multiparadigm research, which is both challenging and methodologically vague. This article proposes a clear method for a bi-paradigm study leading to theory development. Multiparadigm studies present challenges that are first explained and then addressed with the strategy of interplay. The authors assert that interplay is a paradigmatic conversation that respects and builds upon the connections and differences between paradigm’s components used by Kuhn to stress continuity and change during scientific revolutions. With the Kulturstandard method, the authors illustrate the feasibility of interplay between the positivist and the interpretive paradigms. Interplay is reached by first conducting analyses in their respective paradigms. Then, in light of each other, they reveal mutually enriching themes that lead to a shift of attention toward a venue of interplay. This venue is then explored to investigate its respectful consideration of the paradigms and how it contributes to theory. The authors conclude by underscoring the methodological contributions of this article to multiparadigm research.

Cross-Cultural Management in Practice

e cases draw on eld research revealing challenges and insights from working across nations and cultures. Each case provides recommendations for practitioners that are developed into a framework for e ective intercultural interactions as well as o ering illustrations and insights on how to handle actual cross-cultural issues. is enriching book covers various topics including international collaborations across and within multinational companies, organizational culture in international joint ventures and knowledge transfer.

Culture and Negotiated Meanings: The Value of Considering Meaning Systems and Power Imbalance for Cross-Cultural Management

1 Culture and negotiated meanings: the value of considering meaning systems and power imbalance for cross-cultural management 1 Laurence Romani, Sonja A. Sackmann and Henriett Primecz 2 On the road again: culturally generic spaces as coping strategies in international consultancy 18 Sara Louise Muhr and Jeanette Lemmergaard 3 Dynamics of ethnocentrism and ethnorelativism: a case study of Finnish–Polish collaboration 29 Sampo Tukiainen 4 Exploring the cultural context of Franco–Vietnamese development projects: using an interpretative approach to improve the cooperation process 41 Sylvie Chevrier 5 The intercultural challenges in the transfer of codes of conduct from the US to Europe 53 Christoph I. Barmeyer and Eric Davoine 6 When American management system meets Tunisian culture: the Poulina Case 64 Hèla Yousfi 7 Corporate communication across cultures: a multi-level approach 77 Lisbeth Clausen 8 Engineering culture(s) across sites: implications for cross-cultural management of emic meanings 89 Jasmin Mahadevan 9 Negotiating meaning across borders (finally!): Western management training in Eastern Europe 101 Snejina Michailova and Graham Hollinshead 10 Intercultural integration in Sino–Brazilian joint ventures 112 Guilherme Azevedo

The Downturn of Gender Diversity on Boards in Hungary

Hungary, similarly to other post-socialist countries, does not regulate the gender diversity of companies, and this leads to women’s serious underrepresentation on corporate boards. The historical aversion to central regulation of social matters derives from the legacy of forced emancipation in the socialist period. This chapter discusses the contradictory impact of forced emancipation in Hungary and the limited probability of introducing legal regulations regarding gender diversity. It gives a thorough overview of present legal regulations, contains statistical data on gender representation on company boards and also includes an expert interview on the possible solutions to increase women’s participation. The research findings show that the socialist state prioritised women’s emancipation, many institutions were established to facilitate women’s full-time labour force participation and the figure of female managers was well-known. However, socialism lost its positive connotations in public discourse shortly after the system change, and delegitimised the issues connected to gender equality in political and policy fields. Consequently, the unsupportive social environment and the conservative turn in the Hungarian gender culture have not encouraged any changes in the legal framework. Moreover, the expert interviewee questions the importance and utility of legal regulations. At present, the most influential way to spread gender equality remains the internationalisation of companies: EU-driven policy and legal frames and multinational companies might promote gender equality in management and on corporate boards.

Dolgoznánk, ha hagynátok... Megváltozott munkaképességű emberek és a HR-rendszerek

A szerzők cikkukben a megvaltozott munkakepessegű emberek nyilt munkaerő-piaci integraciojaval es a szervezeti bevonast tamogato vallalati HR-rendszerekkel foglalkoznak. Az a celjuk, hogy a tema irant erdeklődő elmeleti es gyakorlati szakemberek szamara osszegyűjtsek a nemzetkozi HRM-szakirodalom meghatarozo eredmenyeit es ezaltal tovabbi kutatasi iranyokra tegyenek javaslatot. Irasuk kiindulopontjat es hatteret egy olyan, ket even at zajlo kutatasi es fejlesztesi projekt adta, amelyben az integracio teruleten dolgozo szakemberek, vallalati szakertők es egyetemi oktatok bevonasaval a jelenlegi magyar helyzetet feltaro kutatas utan a felsőoktatasban tobb szinten alkalmazhato erzekenyitő tananyagot fejlesztettek az egyetemi hallgatok, vallalati szakemberek es vezetők reszere*. Irasukban előszor roviden attekintik a megvaltozott munkakepesseg es a fogyatekossag fogalmait es a magyar foglalkoztatasi helyzetet, majd a HRM-rendszerek es a megvaltozott munkakepessegűek foglalkoztatasanak keresztmetszeteben azonositott, a nemzetkozi HR-irodalom altal elemzett problemakat mutatnak be, kulonos tekintettel a belepesi es folyamatdiszkriminaciora.

Cross-Cultural Management Studies: State of the Field in the Four Research Paradigms*

Abstract Cross-cultural management research is often confined to the positivist tradition, which is archetypically illustrated by the seminal work of Hofstede. However, this gives an incomplete overview of the field to which three additional research paradigms contribute: interpretivist, postmodern, and critical. Our ambition is to raise awareness of the presence of multiple paradigms in cross-cultural management research. This meta-theoretical positioning allows researchers to consider the insights and contributions from the different paradigms. We aim to achieve this by presenting a brief overview of the state of the field in each paradigm, thus, stressing areas of studies that enrich our understanding of the interaction between culture and management (at the national, organizational, interpersonal, and individual levels). We then highlight the specific contributions of these four paradigms, drawing especially upon the postmodern and critical works, as they have been repeatedly overlooked in reviews. The article concludes by mentioning how more interactions between the paradigms can be developed and can lead to further knowledge development.