CROSS-CULTURAL MANAGEMENT LEARNING AND EDUCATION: EXPLORING MULTIPLE AIMS, APPROACHES, AND IMPACTS

Jacob Eisenberg; Charmine E. J. Haertel

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CROSS-CULTURAL MANAGEMENT LEARNING AND EDUCATION: EXPLORING MULTIPLE AIMS, APPROACHES, AND IMPACTS

机译：跨文化管理学习和教育：探索多种目标，方法和影响

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As part of the intense globalization of businesses and societies over the past few decades, millions of organization members, managers, and executives find themselves dealing with colleagues and customers who grew up in a different culture from their own and who, in more ways than one, speak a "different language." Moreover, skills shortages and economic conditions in many parts of the world have elicited mass migration of workers across borders, with some countries experiencing a rapid shift from cultural homogeneity to cultural heterogeneity (e.g., Ireland). Not surprisingly, the parochial "one-size-fits-all" assumption in management practices has to be abandoned in favor of acknowledgment that culture shapes not only our social interactions and behaviors, but also what motivates and affects our attitudes, feelings, and actions at the workplace. Taken together, these events have led to the acute need for managers to understand the impact of cultural differences on organization members' behaviors.

机译：在过去的几十年中，作为企业和社会激烈全球化的一部分，数百万的组织成员，经理和执行人员发现自己与同事和客户打交道，这些同事和客户的文化与他们自己的文化不同，并且他们通过多种方式，说一种“不同的语言”。此外，世界许多地方的技能短缺和经济状况已引起工人跨界大规模迁移，一些国家正在经历从文化同质性向文化异质性的快速转变（例如爱尔兰）。毫不奇怪，必须放弃管理实践中狭och的“千篇一律”假设，以承认文化不仅会塑造我们的社会互动和行为，而且会激发和影响我们的态度，感受和行为在工作场所。总而言之，这些事件导致经理迫切需要了解文化差异对组织成员行为的影响。

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《Academy of management learning & education》 |2012年第1期|p.156-157|共2页
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Jacob Eisenberg; Charmine E. J. Haertel;
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University College Dublin;

University of Queensland Giinter K. Stahl, Vienna University of Economics and Business and INSEAD;

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