This book gives an up-to-date overview of methodological and data-analytical issues of cross-cultural studies. Written by leading experts in the field, it presents the most important tools for doing cross-cultural research and outlines design considerations, methods, and analytical techniques that can improve ecological validity and help researchers to avoid pitfalls in cross-cultural psychology. By focusing on the relevant research questions that can be tackled with particular methods, it provides practical guidance on how to translate conceptual questions into decisions on study design and statistical techniques. Featuring examples from cognitive and educational assessment, personality, health, and intercultural communication and management, and illustrating key techniques in feature boxes, this concise and accessible guide is essential reading for researchers, graduate students, and professionals who work with culture-comparative data.

Methods and Data Analysis for Cross-Cultural Research

Since Geert Hofstede's Culture's Consequences: International Differences in Work-Related Values (Sage, 1980) was published, researchers have utilized Hofstede's cultural values framework in a wide variety of empirical studies. We review 180 studies published in 40 business and psychology journals and two international annual volumes between 1980 and June 2002 to consolidate what is empirically verifiable about Hofstede's cultural values framework. We discuss limitations in the Hofstede-inspired research and make recommendations for researchers who use Hofstede's framework in the future.

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A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

Strategic renewal consists of three subprocesses (competence definition, deployment, and modification). Within each subprocess, the roles of top-, middle- and operating-level managers differ in their time horizon, information requirements, and core values. Dissensus in managers' perceptions about the need for change creates strategic role conflicts within individual managers and between managerial roles. In this article we explain when and where strategic role conflict occurs and how organizational controls may be used to alleviate it.

https://www.jstor.org/stable/pdfplus/259268.pdf

Strategizing Throughout the Organization: Managing Role Conflict in Strategic Renewal

The paper provides a state-of-the-art review of several innovative advances in culture and international business (IB) to stimulate new avenues for future research. We first review the issues surrounding cultural convergence and divergence, and the processes underlying cultural changes. We then examine novel constructs for characterizing cultures, and how to enhance the precision of cultural models by pinpointing when cultural effects are important. Finally, we examine the usefulness of experimental methods, which are rarely used by IB researchers. Implications of these path-breaking approaches for future research on culture and IB are discussed.

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Culture and international business: recent advances and their implications for future research

Cross-National, Cross-Cultural Organizational Behavior Research: Advances, Gaps, and Recommendations:

The extent of role conflict, role ambiguity, and role overload reported by middle managers from 21 nations was related to national scores on power distance, individualism, uncertainty avoidance, an...

https://www.jstor.org/stable/pdfplus/256687.pdf

Role-Conflict, Ambiguity, and Overload - a 21-Nation Study

Data provided by 7380 middle managers from 60 nations are used to determine whether demographic variables are correlated with managers’ reliance on vertical sources of guidance in different nations and whether these correlations differ depending on national culture characteristics. Significant effects of Hofstede’s national culture scores, age, gender, organization ownership and department function are found. After these main effects have been discounted, significant although weak interactions are found, indicating that demographic effects are stronger in individualist, low power distance nations than elsewhere. Significant non-predicted interaction effects of uncertainty avoidance and masculinity-femininity are also obtained. The implications for theory and practice of the use of demographic attributes in understanding effective management procedures in various parts of the world are discussed.

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Shahrenaz Mortazavi

Papers

Role-Conflict, Ambiguity, and Overload - a 21-Nation Study

Demographic effects on the use of vertical sources of guidance by managers in widely differing cultural contexts