Going global, crossing cultures: intercultural management in Chinese enterprises

Jungbluth, Cora

doi:10.1504/ijccm.2008.019590

Cited by 4 publications

(3 citation statements)

References 7 publications

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“…Many Chinese corporations obviously still lack long-term experience in international economic activities, due to China's long period of economic closeness. The Chinese literature on crosscultural Management (CCM) regards China's access to the World Trade Organization in 2001 as a turning point in the importance of CCM for Chinese companies and researchers (Xi, 2004, p.2;in Jungbluth, 2008). Jungbluth (2015) provides an overview of the academic discussion on the topic of CCM in China.…”

Section: Cross-cultural Management In Chinamentioning

confidence: 99%

Cross-cultural management in China: Competencies of Chinese business students

Cramer¹

2018

JEECAR

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The ability to deal with cross-cultural differences has grown in importance due to the increasing number of Sino-foreign cooperation and the fact that more and more Chinese companies are investing abroad. The present study examines the cultural awareness and cognitive cultural intelligence (cognitive CQ) of Chinese undergraduate students. The results show that Chinese undergraduate business students are moderately culturally aware and display average cognitive CQ.

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Section: Cross-cultural Management In Chinamentioning

confidence: 99%

Cross-cultural management in China: Competencies of Chinese business students

Cramer¹

2018

JEECAR

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“…The firms should integrate funds, resources, human resources, and markets into a comprehensive R&D system and establish a learning and innovation mechanism of equality, cooperation, and sharing when acquiring foreign technologies and R&D sections by means of mergers and acquisitions (M&A). Jungbluth (2008) discusses the problem of intercultural management in international Chinese companies with a major focus on M&A in Germany, and claims that investment abroad requires especially careful preparation, as shown by the experiences of many Western companies struggling to set foot in foreign countries.…”

Section: Odi Study Review Of Technological Innovations In Developing mentioning

confidence: 99%

Chinese firms' outward direct investment: Technological innovation mechanisms, organizational modes, and improving strategies

Zhao

Pablos

2010

Hum Ftrs & Erg Mfg Svc

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Although Chinese outward direct investment (ODI) started late, it has increased rapidly. China is gradually changing from the receiver of foreign direct investment (FDI) to the exporter of ODI. With the advent of the era of knowledge economy, knowledge and innovation have become the core elements of organizational competitive advantages. The practice of current international direct investment shows that it is difficult to acquire advanced technologies only by means of the introduction of FDI: The development of ODI is an important way to obtain foreign advanced technologies. Chinese firms' ODI faces some problems in technological innovations, and the total of technology-sourcing ODI is not large. This article focuses on the technological innovations of Chinese firms' ODI, discusses technological innovation mechanisms and organizational modes of Chinese ODI firms, and presents the technological innovation framework and strategies to strengthen the technological innovation advantage of Chinese ODI firms. C 2010 Wiley Periodicals, Inc.

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“…Kondakci et al (2008) study found a dissonance in what management and students consider internationalisation of higher education. Jungbluth (2008) emphasised the importance of international management in academia and draws attention to the question of how managers are prepared for a global work environment. Exchange students often face several problems including difficulty in teamwork, culture shock, language adjustment etc, due to the lack of importance attributed to the recognition of cultural difference.…”

Section: Introductionmentioning

confidence: 99%

Factors influencing international student's intercultural development and engagement

Kumar

Kamalanabhan

2015

IJBIR

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A pressing need to develop intercultural outlook of students to meet global employment market has encouraged several universities to promote international student exchange programs. Mere exposure to cultures is not sufficient to build intercultural sensitivity. This study addresses the prediction and outcome of intercultural development among international students. Four intra-individual factors, three inter-individual factors and demographic variables are described as important predictors. Outcome of intercultural development is described in terms of student engagement. A survey questionnaire was administered on 184 European students. Empirical testing reveals that gender and duration of stay made a significant impact on intercultural development. Findings showed that intercultural development significantly predicted by cosmopolitanism, emotional intelligence and social support. Furthermore, a unique relationship between frequency of interaction and intercultural development was found. Intercultural development is a significant predictor of student engagement. Practical implication for assessment, training and development, and planning exchange program for students are discussed.

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Going global, crossing cultures: intercultural management in Chinese enterprises

Cited by 4 publications

References 7 publications

Cross-cultural management in China: Competencies of Chinese business students

Cross-cultural management in China: Competencies of Chinese business students

Chinese firms' outward direct investment: Technological innovation mechanisms, organizational modes, and improving strategies

Factors influencing international student's intercultural development and engagement

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