Impression Management, Diversity, and International Management

Giacalone, Robert A.; Beard, Jon W.

doi:10.1177/0002764294037005004

Cited by 31 publications

(19 citation statements)

References 22 publications

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“…To be more competitive, organizations and their employees must communicate impressions that consistently meet or exceed customer expectations (Woods & King, 2002). Moreover, studies have shown that customers' impressions differ based on culture (Giacalone & Beard, 1994). By understanding how customers from different cultures perceive employee behavior during service encounters, managers can create awareness and appreciation of diversity, helping them develop better communication and training techniques that ultimately deliver superior customer satisfaction and service quality.…”

Section: Introductionmentioning

confidence: 99%

Impression Management and the Hospitality Service Encounter

Manzur

Jogaratnam

2007

Journal of Travel & Tourism Marketing

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Managers, marketers, and employees in the hotel and restaurant industry that are aware of the needs of people from different cultures will be able to better direct their efforts at product development, provide better guest services, and thereby offer a means of developing competitive advantage. This study determined cross-cultural differences in customer perceptions of employee behavior, intentions to return, and tipping between Americans and Asians living in the United States. The study was based on several impression management dimensions (ingratiation, intimidation, self-promotion, exemplification, supplication, and non-verbal behaviors). The results suggest that behaviors associated with ingratiation and exemplification techniques were perceived as being more satisfying for American than Asian respondents. Behaviors demonstrative of intimidation and supplication techniques were perceived as very dissatisfying for Americans.

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Section: Introductionmentioning

confidence: 99%

Impression Management and the Hospitality Service Encounter

Manzur

Jogaratnam

2007

Journal of Travel & Tourism Marketing

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“…It can reduce or prevent failure in expatriate assignments (Giacolane and Beard, 1994). Furthermore, in a survey of 200 corporate clients, Berlitz International found that companies needed cultural orientation training programs more than foreign language training (Lubin, 1992 However, it is difficult to develop the appropriate mental frame of reference for dealing with different cultures worldwide.…”

Section: The Effects Of Cross-cultural Training 493mentioning

confidence: 99%

The effects of cross‐cultural training on the acculturation process of the global workforce

Zakaria

2000

International Journal of Manpower

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2005),"Cross-cultural training to facilitate expatriate adjustment: it works!", Personnel Review, Vol. 34 Iss 1 pp. 51-67 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract Cross-cultural training is fast becoming a recognizably important component in the world of international business. This paper discusses the effectiveness of cross-cultural training in facilitating the process of acculturation, and in developing the culture-specific and culture-general skills needed to increase the sociocultural and psychological adjustments of sojourners and expatriates when they encounter a foreign culture. A new cross-cultural training model is created by integrating acculturation and training effectiveness models. This new model suggests that providing two different types of training program prior to cultural contact will help recipients to effectively modify existing culture-general and culture-specific skills. As a consequence, they will achieve a higher degree of sociocultural and psychological adjustment. Experiential training should trigger affective and behavioral responses, which are the basis of intercultural effectiveness skills, and thus enhance psychological adjustment. By contrast, cognitive training should trigger cognitive responses, especially cultural awareness and interpersonal skills, and enhance sociocultural adjustment.The globalization of markets, increased diversity of the workforce, and use of Third World nationals by transnational organizations have made issues of training important in the remainder of this decade (Bhagat and Prien, p. 216).Globalization and aggressive foreign direct investment, combined with domestic restructuring, have dramatically changed the workforce of many companies. As the world gets``smaller'', more and more people are spending time living and working away from their home country, giving rise to greater face-to-face contact among people from very different cultural background (Brislin, 1981). Globalization not only requires the adoption of a cross-cultural perspective in order to successfully accomplish goals in the context of global economy; but also needs a new and higher standard of selection, training, and motivation of people (Bhagat and Prien, 1996). As a result, cross-cul...

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“…Although the particulars of how accounts are used, the range of specific acts within each account type, and the acceptability of accounts vary from culture to culture, individuals in almost all cultures have been found to use accounts for negative actions (Giacalone & Beard, 1994). Empirical studies suggest that people across cultures share a broad set of linguistic conventions for mitigation through…”

Section: Account-givingmentioning

confidence: 99%

“…Such questions might be especially interesting for researchers examining expatriate issues; an expatriate who has been transferred on a lengthy assignment might be held to higher standards and expected to adjust his account-giving to a greater extent compared to an individual who has traveled to another country just for a business meeting. The literature on expatriates does recognize the role of commu nication skills in the adjustment of expatriates to their new environment (Giacalone & Beard, 1994), but further research is necessary to investigate the role of account-giving and account evaluation in expatriate adjustment.…”

Section: Implications For Researchmentioning

confidence: 99%

Toward a Theoretical Framework of Intercultural Account‐giving and Account Evaluation

Tata

2000

The International Journal of Organizational Analysis

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The past two decades have seen an increase in personal mobility; people are often transferred by their companies to divisions in other countries. As a result, interactions between members of different cultures are prevalent in organizations; such interactions can cause miscommunication and conflict unless people understand the meaning and assumptions underlying communicative behavior such as account‐giving. Unfortunately, there has been little conceptual or empirical work examining effective account‐giving and account evaluation in intercultural situations. In an attempt to fill this gap in the literature, this paper presents a literature review and develops a theoretical model of the relationships among culture, face concerns, account‐giving, and evaluation of accounts.

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Impression Management, Diversity, and International Management

Cited by 31 publications

References 22 publications

Impression Management and the Hospitality Service Encounter

Impression Management and the Hospitality Service Encounter

The effects of cross‐cultural training on the acculturation process of the global workforce

Toward a Theoretical Framework of Intercultural Account‐giving and Account Evaluation

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