Communicating across Cultures at Work

Guirdham, Maureen

doi:10.1007/978-0-230-34471-6

Cited by 12 publications

(5 citation statements)

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“…However, there have been few attempts to clarify the actions and attributes that define what it means to lead ethically across cultures. This is, in all likelihood, due to the particular conceptual challenges of studying ethical issues across cultures (Guirdham, 2005). While on the one hand, research shows that views about the ethical appropriateness of activities such as whistle-blowing tend to differ across cultures, other factors such as integrity would appear to be universally supported ethical standards (Schneider and Barsoux, 2003).…”

Section: Ethical Leadershipmentioning

confidence: 98%

What Ethical Leadership Means to Me: Asian, American, and European Perspectives

et al. 2011

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Section: Ethical Leadershipmentioning

confidence: 98%

What Ethical Leadership Means to Me: Asian, American, and European Perspectives

et al. 2011

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“…There is a substantial body of leadership literature that supports some of our participants' assumptions and that argues that culture is one of the most prominent factors that have an impact on defining 'the array of preferred and acceptable leader behaviours' (Cullen 1999: 527; see also Guirdham 2005;Chee & West 2004;House et al 2004). The main argument of this literature is that different expectations about appropriate ways of doing leadership are often linked to culture-specific values, and as a consequence, notions of 'effective' leadership vary considerably across cultures.…”

Section: Sharing Decision Making Powermentioning

confidence: 76%

‘you have to be adaptable, obviously’

Schnurr¹,

Zayts²

2022

PRAG

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In spite of the increasing globalisation of the work domain and the mobilization of the workforce (Wong et al. 2007) only very little attention has been paid to the interplay between culture and professional identities in workplace contexts. This paper addresses this gap by exploring some of the ways through which professionals are required to construct and negotiate their various identities in increasingly multicultural contexts where notions of culture may become particularly salient.We focus on multicultural workplaces where, we believe, the intricate and complex relationship between culture and identity is particularly well reflected: In these contexts members are on a daily basis exposed to culture-specific perceptions, assumptions, expectations, and practices which may ultimately be reflected in workplace communication, and which impact on how professional identities are constructed.Drawing on a corpus of more than 80 hours of authentic workplace discourse and follow-up interviews conducted with professionals we explore how expatriates who work in Hong Kong with a team of local Chinese construct, negotiate and combine aspects of their professional and cultural identities in their workplace discourse. Our particular focus is on two issues that have been identified in participants' interviews: Sharing decision making responsibilities and negotiating a work-life balance. Our analysis of these two aspects illustrates the complex processes of identity construction from two different but complementary perspectives: i) the ways in which participants portray themselves as adapting to, negotiating or rejecting the new culture in which they work and live; and ii) the ways in which these perceived identity construction processes are actually reflected in participants' workplace discourse.

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“…Age heterogeneity can increase, for example, conflict and miscommunication in teams [7] or affect core communication competencies [8,9]. Generations have been studied primarily as a marketing issue [10].…”

Section: Diversity and Reverse Coaching Methodologymentioning

confidence: 99%

New Digital Challenges for Learning: Training on and by Means of Web 2.0 with Digital Natives Support

Ravazzani

Mormino

Amicucci

2013

2013 IEEE 13th International Conference on Advanced Learning Technologies

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This paper deals with the spreading challenges linked to web 2.0 and intergenerational differences in companies, which lead to changes also in learning and training methods. In particular, reverse coaching applied to web 2.0 and new technologies, involving digital natives, is presented -through a case study-as a valuable methodology to recognize hidden talent, improve leadership and behavioral skills, and enhance intergenerational learning processes.

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Communicating across Cultures at Work

Cited by 12 publications

References 0 publications

What Ethical Leadership Means to Me: Asian, American, and European Perspectives

What Ethical Leadership Means to Me: Asian, American, and European Perspectives

‘you have to be adaptable, obviously’

New Digital Challenges for Learning: Training on and by Means of Web 2.0 with Digital Natives Support

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