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Rules, language and identity: In cross-national companies by evoking authority may not work as intended

Arnulf, Jan Ketil; Kristoffersen, Henning
Journal article, Peer reviewed
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URI
http://hdl.handle.net/11250/196774
Date
2014
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  • Scientific articles [1334]
Original version
Journal of Leadership, Accountability and Ethics 11 (2014) 1: 111-130  
Abstract
We argue that the concepts "rules" and "relationships" are heavily affected by mindsets related to

language and culture. Western societies base laws and enforcement on the assumption on transparent,

universal rules, whereas East Asian societies rely more on relationship-based governance. Interviews

with 58 employees from a global construction company spanning Scandinavia, Germany, and China show

how evoking authority under uncertainty may exacerbate rather than solve failing co-operation.

Knowledge transfer and innovation are crucial to business operations and cross-cultural management

must find workable solutions. "Cultural ambassadors" are working on both sides to co-ordinate

communication and establish relationships.
Description
This is the authors' final and accepted version of the article, post refereeing. Publisher's version is available at http://www.na-businesspress.com/
Publisher
North American Business Press
Journal
Journal of Leadership, Accountability and Ethics

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