Corporate cross-cultural collaboration: the contextual challenges of multi-cultural teams in China and Japan
Pages 239 - 242
Abstract
The purpose of this paper is to discuss the notion of context and in a "context sensitive" way to describe the challenges of multicultural teams in cross-cultural and cross-institutional cooperation between a Danish shoe company and their subsidiaries in Japan and China.
References
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Johns, G. The Essential impact of Context on Organizational behavior. Academy of Management Review 31(2) 386--408.
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Whetten, D. (2009) An examination of the Interface between Context and Theory Applied to the study of Chinese Organizations. Management and Organization Review 5(1) 29--5.
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Hinds, P and Mortensen, M (2005).Understanding conflict in geographically distributed teams: The Moderating Effects of Shared Identity, Shared Context, and Spontaneous Communication. Organization Science, 16, 290--307.
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Welch, D.E; Welch, L & Worm, V. (2007) The international business traveler: a neglected but strategic human resource. Published in: The International Journal of Human Resource Management, 18,(2) 173--183.
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Index Terms
- Corporate cross-cultural collaboration: the contextual challenges of multi-cultural teams in China and Japan
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Published In
August 2010
300 pages
ISBN:9781450301084
DOI:10.1145/1841853
- General Chairs:
- Pamela Hinds,
- Anne-Marie Søderberg,
- Ravi Vatrapu,
- Program Chairs:
- Toru Ishida,
- Martha Maznevski,
- Gary Olson
Copyright © 2010 ACM.
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Association for Computing Machinery
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Publication History
Published: 19 August 2010
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ICIC '10
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ICIC '10: International Conference on Intercultural Collaboration 2010
August 19 - 20, 2010
Copenhagen, Denmark
Acceptance Rates
ICIC '10 Paper Acceptance Rate 47 of 77 submissions, 61%;
Overall Acceptance Rate 47 of 77 submissions, 61%
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