Cross cultural studies has great impact especially to business managers. National culture or core culture that developed the individual before it is influenced by other factors in the environment and society is subject to change depending on how strong the influences would be. However for the individual to fit in, they have to embrace the new found culture or a new culture might have evolved combining the core values and the current society’s value.
In Kelley, MacNab and Worthle (2006) paper, they have studied that when two or more diverse cultures are combined together, depending on how strong the county’s core national culture, three things may occur – culture convergence, divergence or crossvergence. Their study of US, Hongkong and Taiwan for years had gave them results on how culture can change. Like for example is in terms of uncertainty avoidance and power distance between Hongkong and Taiwan. It was found that Hongkong increases its uncertainty avoidance than Taiwan and the reason for this could be because Hongkong was turn over from UK to China. US known to be the first individualist country from previous studies appears to becoming collectivist and the power distance increases from their study of US banking industry. This one has been attributed to the layoffs happened in banking industry when the study was conducted. The authors remarked that Culture can change due to influences like globalization, economic and technological change brought by outside forces and interactions. On the other hand, they have argued that there is some cultural aspect that remains static.
Ralston (2007) studied the evolution and theories of Values in which he highlighted that the first thing that needs to be identified are the factors or influences of values. The traditional perspective of values composed of sociocultural influences, economic influences, technological influences and political influences but with...
References: Dunn, P., & Shome, A. (2009). Cultural crossvergence and social desirability bias: Ethical evaluations by Chinese and Canadian business students. Journal of business ethics, 85(4), 527-543, Springer Link [Online]. Available in: http://www.springerlink.com.ezproxy.liv.ac.uk/index/A34364760N277634.pdf (Accessed 23 January 2013).
Kelley, L., MacNab, B. & Worthley, R. (2006) ‘Crossvergence and cultural tendencies: a longitudinal test of the Hong Kong, Taiwan and United States banking sectors’, Journal of International Management, 12 (1), pp. 67–84, Science Direct [Online]. DOI:10.1016/j.intman.2005.04.002 (Accessed: 23 January 2013).
Ralston, D. A. (2007). The crossvergence perspective: Reflections and projections. Journal of International Business Studies, 39(1), 27-40., Palgrave [Online]. Available from: http://www.palgrave-journals.com.ezproxy.liv.ac.uk/jibs/journal/v39/n1/pdf/8400333a.pdf (Accessed: 22 January 2013).
Witt, M. A. (2007). Crossvergence 10 years on: Impact and further potential. Journal of International Business Studies, 39(1), 47-52, Springer Link [Online]. Available from: http://www.palgrave-journals.com.ezproxy.liv.ac.uk/jibs/journal/v39/n1/pdf/8400332a.pdf (Accessed: 23 January 2013).
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