Cross‐cultural investigations: emerging concepts

Abstract

Purpose

To provide an overview of emerging concepts in the field of cross‐cultural management, which could augment/supplant the contributions made by Hofstede and Trompenaars.

Design/methodology/approach

The contributions made by well‐known researchers in the field of cross‐cultural management, such as Hofstede and Trompenaars is critiqued so that the reader can have an idea of what the existing lacuna in this field are. This critique is followed by a discussion of recent research endeavours, which are taking into account these lacuna. A polemic is built around the theme of how the grand typologies of Hofstede and Trompenaars may now have outlived their utility.

Findings

Provides an analysis of the shortcomings of Hofstede's and Trompenaars's contributions. Examines how emerging concepts like crossvergence and multiculturalism serve to make research in the area more meaningful and relevant. Focuses on how management practices found effective in one culture, can be transplanted to other cultures and embedded there.

Research limitations/implications

Only a few selected emerging concepts have been considered.

Practical implications

The direction in which future research should be carried out so as to have practical validity is delineated.

Originality/value

The paper has suggested that it is time to move forward and even away from the contributions made by Hofstede and Trompenaars. It has also pointed out the direction in which current researchers in the field are attempting to do this.

Citation

Jacob, N. (2005), "Cross‐cultural investigations: emerging concepts", Journal of Organizational Change Management, Vol. 18 No. 5, pp. 514-528. https://doi.org/10.1108/09534810510614986