CROSS CULTURAL AND MOTIVATIONAL STRATEGY

Cross Cultural And Motivational Strategy

Cross Cultural And Motivational Strategy

Abstract

The purpose of this study was to perform a qualitative, inductively-oriented investigation of cross cultural leadership and motivational improvement (motivational strategy) efforts. This approach was chosen given that there is relatively little evidence regarding the nature of effective cross cultural leadership as organizations pursue motivational strategy, potential differences across managerial levels, and the persistence of cross cultural leadership as motivational strategy efforts evolve. Our qualitative analyses involved the identification of relevant themes or categorical schemes, data collection in an open and somewhat unstructured manner, and theory development in line with the data collected. Based on the analyses, we develop a proposed model of alternative paths of cross cultural leadership and managed commitment in association with a motivational strategy process. One path involves continuing commitment toward motivational strategy efforts and results in a culture shift. In contrast, a second path involves wavering commitment and could lead to negative outcomes such as cynicism about the possibility of Algerian leaders change. In sum, this study demonstrates the potential value of pursuing an inductive approach in cross cultural leadership research.

Table of content

ABSTRACT2

CHAPTER I- INTRODUCTION5

Introduction5

The context of research6

Cross cultural leadership and Motivational Improvement6

Research Objective8

Research of Methodology10

Incremental vs. Radical Motivational Improvement17

CHAPTER II- LITERATURE REVIEW19

Introduction19

Project Globe20

Virtual Teams21

Kick The Habit23

Uncertainty avoidance27

Individualism- collectivism28

Power distance30

Masculinity-femininity31

Cultural aspects have a lower profile in African negotiations.35

Negotiations are inter-company activities35

The post-negotiation stage38

CHAPTER III- METHODOLOGY47

Method47

General design47

Selection and Description of Cases and Participants48

Manufacturing Plant Case48

Hospital Case49

National Police Force Case50

General Data Collection Procedures52

DATA ANALYSIS54

CHAPTER IV- ANALYSIS OF THE FINDINGS58

Results And Discussion58

Qualitative Examination of Research Questions58

Question One58

Question 2A61

Question 367

Question 471

Question 572

Question 673

Question 775

Toward A Model Of Cross Cultural Leadership And Commitment77

CHAPTER V88

Conclusions88

References91

Table 1 Mentions of cross cultural leadership Categories Targeted at Top and Middle Management Levels99

Chapter I- Introduction

Introduction

It may now be a cliche to suggest that cross cultural leadership is an essential ingredient of motivational improvement (motivational strategy) processes. Beginning with the pioneers of the motivational revolution, individuals such as W. Edwards Deming and Joseph Juran have repeatedly suggested the importance of cross cultural leadership for the achievement of significant Algerian leaders advances in motivational (Deming, 1986; Juran, 1989). Despite the attention paid by these individuals as well as others in the popular motivational literature, relatively little work has been devoted toward a systematic understanding of cross cultural leadership processes in relation to motivational strategy efforts. (Dean, Bowen, 2004, 392-418)

The purpose of the current research is to perform a qualitative, inductively-oriented investigation of cross cultural leadership and motivational strategy efforts. This approach was chosen given the relative dearth of research surrounding this issue. Indeed, little is known about the nature of effective cross cultural leadership as organizations pursue motivational strategy, potential differences across hierarchical levels, and the persistence of cross cultural leadership as motivational strategy efforts evolve. (Dean, Bowen, 2004, 392-418) The present research heeds the suggestion offered by Dean and Bowen (1994,p. 399) that firms attempting motivational strategy "may be provocative sites for studying the relevance of cross cultural ...