Project performance in emerging market: The influence of cultural distance and business group affiliation

Lahiri, Somnath; Dhandapani, Karthik

doi:10.1007/s10490-018-9615-7

Cited by 13 publications

(6 citation statements)

References 75 publications

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“…The most common use of caste in the reviewed articles was to make a brief reference to it alongside other demographic attributes, such as class, tribe, community, immigration status, gender, age, race, locality, religion or sexuality, rather than to make a distinct point that is related to caste on its own (e.g., Balabanis et al, 2001;Budhwar & Debrah, 2009;Chatterjee & Pearson, 2000;Cooke & Saini, 2015;Da Silva Lopes et al, 2019;Gaur et al, 2019;Huo & Randall, 1991;Janssens & Steyaert, 2014;Lahiri & Dhandapani, 2018;Luiz, 2015;Pathak & Kandathil, 2019;Ponomareva et al, 2022;Popli & Sinha, 2014;Pornpitakpan, 1999;Reade et al, 2019;Sarkar, 2009;Saxena, 2013;Xie et al, 2017).…”

Section: Review Findingsmentioning

confidence: 99%

Local, yet global: Implications of caste for MNEs and international business

et al. 2023

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Caste is an informal institution that influences socioeconomic action in many contexts. It is becoming increasingly evident that international business research, practice, and policy need to programmatically address caste. To facilitate this endeavor, we review the limited research in IB that has addressed caste, and theorize caste as a distinct informal institution by distinguishing it from other systems of stratification like race, class, and gender. In addition, we propose a parsimonious framework to highlight the implications of caste for Indian and non-Indian MNEs in their Indian and global operations. In doing this, we focus on implications with respect to the internal organization and inter-organizational relationships of MNEs, and consider how these implications might differ as based on the MNEs’ organizational forms. We then build on these implications to discuss how MNEs and other stakeholders of international business can address caste inequalities via policies related to human rights, anti-racism, and affirmative action. By bridging theory, practice, and policy, we pave the way for MNEs to address global inequalities that relate to caste.

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Section: Review Findingsmentioning

confidence: 99%

Local, yet global: Implications of caste for MNEs and international business

et al. 2023

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“…An important consequence of cultural distance is ambiguity in understanding and interpreting partners' business intentions and goals, and a reduction in trust (Dikova et al, 2010;Hau and Evangelista, 2007). These negative effects of cultural distance may hinder the timely start, smooth continuation and timely completion of the project (Lahiri and Dhandapani, 2019). The mainstream view in the literature is that cultural distance has negative performance consequences due to the complexity and uncertainty of doing business in remote host countries (Beugelsdijk et al, 2018).…”

Section: The Effect Of Cultural Distance On Mne Performancementioning

confidence: 99%

Cultural distance and customer orientation strategy of Chinese service MNEs under the belt and road initiative

Fan

2021

CCSM

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PurposeThe purpose of this paper is to explore mechanisms of cultural distance in the base of Chinese Service Multi-National Enterprise (MNE) settings. When attempting to enter overseas markets, many service MNEs face challenges caused by the cultural distance between the home and host countries. Culture distance attracts much attention in academia and industry. However, there are few empirical works to examine how cultural distance affects customer orientation strategies in a global supply chain. This paper aims to answer the following research question: How is the effect of cultural distance on customer acquisition and customer retention strategies, and the effect of customer orientation strategies on the performance of service-oriented MNEs controlled by Chinese capital along the Belt and Road Initiative?Design/methodology/approachThis paper examines the effect of cultural distance on the customer acquisition strategy and customer retention strategy, and the effect of customer orientation strategies on the performance of Chinese Service MNEs. A large-scale empirical study of Chinese Service MNEs operating in overseas markets is performed and questionnaires were distributed and collected. This paper uses Hofstede's method (Hofstede, 2010), Schwartz's method (Schwartz, 2003) and House et al.'s method (House et al., 2004) to calculate cultural distance. By using each kind of method, this study calculates the absolute culture distance and relative culture distance respectively.FindingsThe results suggest that cultural distance negatively affects customer orientation strategy, customer acquisition strategy positively affects performance and the interaction of customer acquisition and customer retention positively affects performance.Research limitations/implicationsThis study aims to contribute to the existing literature with a more fine-grained understanding of the inclusion of customer orientation strategy of Chinese Service MNEs in global supply chains.Practical implicationsThe findings outline several important implications that Chinese Service MNEs seeking to expand to overseas markets.Originality/valueThis paper contributes a novel, combined perspective of culture distance and customer orientation strategy.

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“…Notoriously, the major negative effects of cultural differences have been the clashes and conflicts stemming from the differences in perceptions, attitudes and tactics of the partner organizations. Previous research studies on construction project management were focused on national culture issues, which is a critical component in IJVs (Avny and Anderson, 2008; Godfrey Ochieng and Price, 2009; Lahiri and Dhandapani, 2019; Li et al , 2010; Lin and Berg, 2001; Liu et al , 2016a; Ozorhon et al , 2008; Pothukuchi et al , 2002; Ren et al , 2009; Sirmon and Lane, 2004). Cultural differences are functions of differences in societal values and communication styles that are rooted in culture (Lojeski and Reilly, 2008).…”

Section: Literature Reviewmentioning

confidence: 99%

Impact of culture differences on performance of international construction joint ventures: the moderating role of conflict management

Liu

Cui

Feng

et al. 2020

ECAM

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PurposeCultural differences have been frequently cited as a major source of risks for international joint ventures (IJVs). Cultural differences may cause extensive conflicts in technology, norms and emotion among the international joint venture (IJV) partners. The purpose of this study is to explore the interactive effects of national culture differences (NCDs) and conflict management approaches on the performance of international construction joint ventures (ICJV).Design/methodology/approachData were collected using a questionnaire survey method with 143 valid responses. Partial least squares structural equation modeling (PLS-SEM) was used to test the research hypotheses.FindingsIt was found that ICJV performance declined with a high degree of NCDs. The negative effect of NCDs on ICJV performance was mitigated by adopting the cooperative conflict management approach; while it was aggravated by adopting the competitive conflict management approach. The findings may provide an alternative way (i.e. adopting the cooperative conflict management approach rather than avoiding or competitive approaches) to address the cultural conflicts in the multicultural project management teams.Practical implicationsFirstly, as NCD negatively impacts performance of ICJVs, project managers should pay attention to cultural issues and learn how to manage them; Secondly, as cooperative and competitive conflict management approaches have different moderating effects on the relationship between NCD and ICJV performance, project managers must choose appropriate conflict management styles in multination teams. Thirdly, as the avoiding approach has no significant moderating effect on the negative relationship between NCD and ICJV performance, it is important for Chinese partners not to employ avoiding approach to deal with conflicts in ICJV.Originality/valueThis study uniquely adds to the literature on cultural issues in managing ICJVs by integrating the moderating effects of conflict management approaches. The interactive effects of conflict management approaches and national cultural differences on ICJV project performance may contribute to the theories regarding conflict management theory in the context of cross-cultural management.

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Project performance in emerging market: The influence of cultural distance and business group affiliation

Cited by 13 publications

References 75 publications

Local, yet global: Implications of caste for MNEs and international business

Local, yet global: Implications of caste for MNEs and international business

Cultural distance and customer orientation strategy of Chinese service MNEs under the belt and road initiative

Impact of culture differences on performance of international construction joint ventures: the moderating role of conflict management

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