Review on Journal: the Relationships Among Cross-Cultural Management, Learning Organization, and Organizational Performance in Multinationals
REVIEW ON JOURNAL ARTICLE: THE RELATIONSHIPS AMONG CROSS-CULTURAL MANAGEMENT, LEARNING ORGANIZATION, AND ORGANIZATIONAL PERFORMANCE IN MULTINATIONALS
Chich-Jen Shieh, I.-M. W.-J. (2009). The relationships among cross-cultural management, learning organization, and organizational performance in multinationals. Social Behavior and Personality , 37(1), 15-30.
This paper written by (Chich-Jen Shieh, 2009) emphasize on the relationship among cross- cultural management, learning organization and organizational performance in multinationals. The author wants to analyze the relationship between the three variables like “Corporate Cross-cultural Management”. “Learning Organization” and ‘Organizational Performance’. This issue comes to the author’s concerned because of the world now becomes global. Many people from the various countries works in the Multinational Enterprise (MNEs) in the host country. As all aware, these people have many differences in term of their cultures, religion, history and society, which certainly give rise to cultural conflict for many reasons including ethnocentrism, culture misreading and different cultural attitudes. Due to this, very high failure rates in joint venture which about 30% to 40% generally resulted from the neglect of cultural differences.
The methodology used by the researcher is first by divided the corporate cross-cultural management into four dimensions: Localization Construction, Multi-cultural Coexistence, Cultural Conflict, and Cultural Mergence (Schein, 1985). Whereas the Organizational Performance was divided into five dimension: Motivation Models, Leadership, Organizational Culture and Environment, Work Design, and Human Resource Management policy (Chien, 2004). Learning Organization was divided into five dimensions: Personal Mastery, Improving \Mental Models, Building Shared Vision, Team Learning and System Thinking (Senge, 1994). 793 questionnaires about the variables of Corporate Cross-cultural
Chich-Jen Shieh, I.-M. W.-J. (2009). The relationships among cross-cultural management, learning organization, and organizational performance in multinationals. Social Behavior and Personality , 37(1), 15-30.
This paper written by (Chich-Jen Shieh, 2009) emphasize on the relationship among cross- cultural management, learning organization and organizational performance in multinationals. The author wants to analyze the relationship between the three variables like “Corporate Cross-cultural Management”. “Learning Organization” and ‘Organizational Performance’. This issue comes to the author’s concerned because of the world now becomes global. Many people from the various countries works in the Multinational Enterprise (MNEs) in the host country. As all aware, these people have many differences in term of their cultures, religion, history and society, which certainly give rise to cultural conflict for many reasons including ethnocentrism, culture misreading and different cultural attitudes. Due to this, very high failure rates in joint venture which about 30% to 40% generally resulted from the neglect of cultural differences.
The methodology used by the researcher is first by divided the corporate cross-cultural management into four dimensions: Localization Construction, Multi-cultural Coexistence, Cultural Conflict, and Cultural Mergence (Schein, 1985). Whereas the Organizational Performance was divided into five dimension: Motivation Models, Leadership, Organizational Culture and Environment, Work Design, and Human Resource Management policy (Chien, 2004). Learning Organization was divided into five dimensions: Personal Mastery, Improving \Mental Models, Building Shared Vision, Team Learning and System Thinking (Senge, 1994). 793 questionnaires about the variables of Corporate Cross-cultural