Is this the future of cross-national research on workplace bullying?
In their abstract Kathryn J. L. Jacobson, Jacqueline N. Hood and Harry J. Van Buren III say of their article Workplace Bullying Across Cultures: A Research Agenda:
Workplace bullying has increasingly become of interest to scholars and practicing managers due to its creation of dysfunctional intra-organizational conflict and its negative effects on employees and the workplace. Although studies have explored bullying in different cultural contexts, little research exists that provides a comparison of bullying behaviors across cultural dimensions. This paper describes a new research agenda that analyzes the impact of specific cultural dimensions—assertiveness, in-group collectivism, and power distance—on organizational bullying. An expanded categorization of bullying prevalence and form is also proposed, with implications for both future research and organizational practice provided.
I am sure this article will be well cited as the interest in workplace bullying increases, and will itself stimulate further research in this area. This also has major policy implications, particularly for organizations working internationally where, in different countries both the forms of bullying and the perception of bullying may differ considerably.
This article is scheduled to appear in issues 14(1) – April 2014. Look out for it on OnlineFirst.
Using Guanxi research methods in cross-cultural management research
This article is of particular interest to me in my work on the management and organizational implications of China in Africa, and I think anyone else planning or doing research with Chinese colleagues. Anton Kriz, Evert Gummesson and Ali Quazi summarise their innovative article Methodology Meets Culture: Guanxi-Oriented Research in China as follows:
Guanxi has been well documented for its critical business role in China but rarely has it been investigated for its important methodological implications. This paper focuses on the ways in which researchers can utilise the socio-cultural phenomenon of guanxi as a tool for more effective Chinese related data collection. This paper arose as an unanticipated methodological outcome of a preceding qualitative study of Chinese perceptions of interpersonal trust. The paper has empirical foundations but is largely conceptual in nature. One of the key aspects presented in the paper is the construction and illustration of a researcher developed guanxishu or tree of connections. Such insights are likely to prove invaluable to novice investigators interested in management research in Mainland China and overseas Chinese markets. Experienced researchers understand the importance in Chinese markets of accessing and utilising connections in the process of data collection. However, seldom has this process been discussed or comprehensively documented. The paper identifies some of the important intricacies around using guanxi in management research.
This is another article scheduled for publication in issue 14(1) – April 2014, and will be appearing soon on OnlineFirst
How can we combine qualitative and quantitative methods in new interactionist approaches to cross-cultural management research?
Jean-Pierre Dupuis of HEC Montréal provides us with an innovative and exciting approach to doing cross-cultural management research in his article New approaches in cross-cultural management research: the importance of context and meaning in the perception of management styles. His abstract tells us that:
The field of cross-cultural management is expanding rapidly. Traditional approaches are being critiqued and new approaches put forward. The latter mainly adopt an interactionist perspective, pay more attention to context and different levels of analysis (local, regional, national, etc.) and propose more qualitative methods as well as a more dynamic definition of culture. Our research is in keeping with this new shift and contributes to this renewal in two ways. First, it shows the variability of the perceptions of individuals from a given culture regarding the management practices existing in another culture when they find themselves working in that other culture. This variability is based on contextual elements that we have identified: duration of work experience in the country of origin, occupation of the respondent, quality of the relations with locals, etc. Then, the research reveals the link that exists between the quality of the respondents' integration into this culture and their interpretation of the others' management practices. These findings were obtained by combining a qualitative approach (some forty semi-directed interviews) and a quantitative approach (a questionnaire administered to a population of more than 1000 respondents) among a population of French nationals working in Quebec and Quebecers working in France.
Look out for this article in issue 14(1) – April 2014, and on OnlineFirst over the coming months.