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This paper reviews Edward T. Hall’s influential concept of high-/low-context communication and its use in cross-cultural research. Hall’s concept suggests that individuals combine preprogrammed culture specific context and information to create meaning. The use of context is argued to vary across cultures and country classifications have been attached to Hall’s concept. These country rankings have evolved over time classifying (national) cultures as ‘high-context’ (HC) and ‘low-context’ (LC). Since future studies employing Hall’s context idea as an underlying framework in cross-cultural research need to rely on a valid and reliable country classification, our study analyses literature related to Hall’s HC/LC concept. Based on a systematic review, we particularly question whether the country classification attached to Hall’s concept is built on rigorous and substantiated findings. Our study shows that most previous research that utilized HC/LC country classifications is based on seemingly less-than-adequate evidence. Mixed and often contradictory findings reveal inconsistencies in the conventional country classifications and show that they are flawed or, at best, very limited.

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Processes in multinational corporations (MNCs) have to be configured with regard to the challenges of a permanently evolving environment. Process-innovation teams are considered to be powerful tools inside organizations to cope with this necessity. Their performance is of major importance for most MNCs. As a response to the increasing internationalization and globalization of markets, these teams show a growing culturally diverse composition. This article focuses on two major processes that are discussed to decide about a positive or a negative performance of a team: intra-team communication style and knowledge transfer. Explicitly, this article (1) tests for the influence of cultural diversity on intra-team communication and knowledge transfer, and (2) empirically examines the impact of the openness of intra-team communication and knowledge transfer on the performance of multicultural teams. A quantitative empirical survey among 84 team-members of 20 culturally diverse teams within a German sportswear company is used to test the relationships. Findings reveal that national cultural diversity has no significant impact on intra-team communication and knowledge transfer but both of them have significant influences on different measures of performance

PurposeThe purpose of this paper is to analyze four major aspects of the work role and how they influence the expatriate work adjustment in Central and Eastern Europe (CEE) and Russia.Design/methodology/approachThe study uses a quantitative design. Self‐reported data were collected from 113 German expatriates assigned to the CEE region and Russia.FindingsThe results of the study confirm the hypothesized negative association of work adjustment with role conflict and support a positive association with role clarity. Positive relationships of work adjustment with role flexibility and negative relationships with role novelty are not supported.Originality/valueThe empirical results partially confirm but also challenge the established connection of work role and work adjustment in a less well understood geographical context and provide relevant material for the business practitioner with implications for future research.