A Deconstructive Paradigm from Bottom-up Perspective in Cross-Cultural Management

Seoyeon Lee
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Seoyeon Lee: Business School, University of International Business and Economics (UIBE), Beijing, China.

International Journal of Science and Business, 2022, vol. 16, issue 1, 15-41

Abstract: This research examines the linguistic and philosophical rationales for contemporary cross-cultural management (CCM) studies of postmodern fluidity and hybridity. It traces the evolution of CCM since 1960. It outlines a 'quasi-historical review' of the evolution of the CCM field in the context of the overall trajectory of the global leadership field. The ‘quasi-historical review’ of CCM reveals top-down perspectives on CCM. The emergence of Geert Hofstede’s (1984) pioneering work, Culture’s Consequences, structured the cultural framework for understanding and effectively dealing with the differences in both national and organizational cultures. Hofstede’s concept has been regarded as the grand narrative on CCM even though his cultural framework has been criticized for sample bias, measurement issues, and ignoring individual cultural differences. Along with the linguistic turns, researchers have begun to deconstruct the top-down perspectives on CCM and proclaimed the bottom-up perspective, probing culture through a different lens, i.e., language. The research conducts inductive theory building using multiple cases. It mixes the qualitative research of a pilot study with the quantitative analysis of the real-life case of McDonald’s business in methodological triangulation. Setting out without biases and presuppositions, it molds up the deconstructive paradigm of a triangle from the bottom-up perspective in CCM. It reviews fluidity and hybridity in CCM studies with the deconstructive paradigm of a triangle.

Keywords: Cross-cultural Management; CCM; Deconstructive; Paradigm; Cultural Distance; Linguistic Distance. (search for similar items in EconPapers)
Date: 2022
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