Cross-cultural Management, Sub-Saharan Africa
As most of the focus of cross-cultural management studies is towards commercial MNEs that make lots of money, I would say that cross-cultural management scholars should definitely be interested in money. But as a sub-discipline we rarely stop and think about the meaning of money, and how this meaning might change from one cultural context to the next, and the implications of this.
The problem with cross-cultural management scholars engaging with a contemporary issue such as war in Europe is not just the relevance of cross-cultural management scholarship, it is a question of its fit for purpose. Firstly, is it relevant for specialists in cross-cultural management to engage with issues of war? Should we not leave it to political scientists or international relations specialists? Do we have any skills that we can offer? Surely we know a lot about international and cross-cultural conflict management.
There are huge gaps in cross-cultural management scholarship. This may stem from a narrow and conservative perspective of the meaning of ‘culture’. It may be
As social scientists we are interested in societal issues and how to address them and solve them. There is no bigger issue on a global scale today than the pandemic caused by the new strain of coronavirus. It is an international issue that has to be managed at an international, national and local level, ideally in cooperation and coordination. As cross-cultural management scholars we may be able to help.
Cross-cultural management studies provides a critical voice within the social sciences, or at least it should do. Since the inception of this sub-field of management,
I’ve just finished a chapter on Critical cross-cultural management studies for an edited book (Szkudlarek, B., Osland, J., Caprar, D. and Romani, L. (Eds) SAGE
Terence Jackson 