Cross-Cultural Management: Leading and Managing Across Global Cultures

Cross-Cultural Management: Leading and Managing Across Global Cultures

Penulis:

Dr. Isana Sri Christina Meranga

Dr. Rinto Rain Barry

Jumlah halaman: 235

Ukuran Buku: B5 (atau 176 x 250 mm)

Jumlah halaman: 235

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One of the most influential definitions of culture was proposed by the British anthropologist Edward B. Tylor, who described culture as “that complex whole which includes knowledge, belief, art, morals, law, custom, and any other capabilities and habits acquired by individuals as members of society.” This definition highlights that culture encompasses both tangible and intangible elements of human life, forming a comprehensive framework through which people interpret their experiences and organize their social relationships.

Building on this perspective, Geert Hofstede, whose work has significantly influenced cross-cultural management research, defines culture as the collective programming of the mind that distinguishes the members of one group or category of people from another. Hofstede’s definition emphasizes that culture is shared rather than individual. It shapes patterns of thinking, feeling, and behaving that become common among members of a particular society or organization. Consequently, individuals from different cultural backgrounds may respond differently to identical situations because their underlying assumptions and values differ.

From a managerial perspective, culture provides an invisible framework that influences organizational life. It affects how employees communicate with supervisors, collaborate with colleagues, respond to authority, manage conflicts, and evaluate organizational success. For example, in some cultures, employees may openly express opinions and challenge managerial decisions, while in others, maintaining harmony and respecting hierarchy are considered more appropriate. These differences are not necessarily indicators of effectiveness or inefficiency but reflect distinct cultural values developed within different societies.

Culture is also dynamic rather than static. While many cultural values remain relatively stable over generations, globalization, technological advancement, migration, education, and international business have accelerated cultural exchange across societies. Organizations increasingly operate in multicultural environments where employees, customers, suppliers, and business partners bring diverse cultural perspectives. As a result, managers must understand both the enduring aspects of culture and the ways in which culture continues to evolve in response to global change.

It is important to recognize that culture exists at multiple levels. Individuals simultaneously belong to various cultural groups, including national cultures, organizational cultures, professional communities, and even functional teams. For instance, a marketing manager in Indonesia may share national cultural values with fellow Indonesians while also adopting organizational values promoted by a multinational corporation and professional norms associated with the marketing discipline. These multiple cultural identities interact to shape individual behavior in complex ways. The different levels of culture will be discussed in greater detail in Section 1.4