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dc.contributor.authorArnulf, Jan Ketil
dc.contributor.authorKristoffersen, Henning
dc.date.accessioned2014-06-25T08:46:25Z
dc.date.available2014-06-25T08:46:25Z
dc.date.issued2014
dc.identifier.citationJournal of Leadership, Accountability and Ethics 11 (2014) 1: 111-130nb_NO
dc.identifier.issn1913-8059
dc.identifier.urihttp://hdl.handle.net/11250/196774
dc.descriptionThis is the authors' final and accepted version of the article, post refereeing. Publisher's version is available at http://www.na-businesspress.com/nb_NO
dc.description.abstractWe 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.nb_NO
dc.language.isoengnb_NO
dc.publisherNorth American Business Pressnb_NO
dc.titleRules, language and identity: In cross-national companies by evoking authority may not work as intendednb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.source.journalJournal of Leadership, Accountability and Ethicsnb_NO
dc.description.localcode1, Forfatterversjonnb_NO


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