Organizational CQ: Cultural intelligence for 21st-century organizations

We live in an age of massive global disruption. Technological advancements threaten century-old business models, globalization is reordering supply chains, and people need to work with colleagues and customers who have vastly different backgrounds. On top of that, we have been in the midst of a global pandemic, and customers, employers, and investors are demanding more than just a Black Lives Matter social media post from organizations that purport to take social justice seriously. Organizations with high cultural intelligence (CQ) are able to navigate this volatility and complexity effectively. Over the last two decades, scholars from across the world have published hundreds of articles on CQ, the capability to relate and work effectively in complex, culturally diverse situations. Most of the work has examined CQ at the individual level. But what about organizations? Can organizations be culturally intelligent? The emerging research on CQ at the organizational level offers leaders and organizations critical insights for navigating today’s diverse, digital world. Organizational CQ is a firm’s capability to function effectively in a complex and unpredictable multicultural world. This article stresses the importance of the culturally intelligent organization and explains how to develop organizational CQ.     

疫情防控常态化下的世界经济战略走向

新冠疫情的出现冲击了世界经济,从经济全球化和全球经济治理体系两个维度分析疫情对世界经济的影响以及世界经济未来走向,研究发现:(1)新冠疫情通过影响全球价值链、贸易投资和就业环境阻碍经济全球化进程,中美矛盾升级、原有治理体系规则未与时俱进和激进政策的不确定性对全球经济治理体系提出新的挑战;(2)新冠疫情强化了世界各国对人类命运共同体的认识,将人类命运共同体融入全球治理体系将是未来治理的重要趋势;(3)新冠疫情可能会使世界经济格局出现新的变化,而中国在此次疫情中高效率的抗疫举措将进一步提升自身在世界经济格局中的地位和参与度。     

从利益共同体到命运共同体:地方政府隐性债务的合作治理

在地方政府性债务的治理中,隐性债务因其增长迅速、规模不清和风险不确定,成为未来债务治理的重点和难点。隐性债务挟裹主体众多,关联利益甚广,因此,基于共同体视角,明确治理主体,有利于化解风险。在隐性债务生产阶段,因利而合的共同体大肆攫取利益导致隐性债务激增;在债务风险凸显阶段,利益共同体的本能选择不是"安危与共",而是"大难临头各自保"。但债务风险的"飞去来器效应"和群体性焦虑,将促使利益共同体走向命运共同体。命运共同体既是利益共同体,更是治理共同体。在隐性债务治理阶段,共同体应形成"共生"意识、采取"共治"行动、构筑"共担"保障,实现有效共治。     

名山风景区风景特质理论体系及其实践 ——以武当山为例

名山风景区“人与天调”的风景系统代表了中国独有的山岳文化现象和山水相融的总体特征。在风景自然和文化整体性视角下研究风景系统的形态、类型及其形成原因和规律，分析了风景资源评价和风景特质评价的互补性；构建了“相-制-理”的名山风景区风景特质理论及其实践框架。以武当山为例，探索“以脉绘景”的风景特质之相、“山川流峙”的风景特质之制以及“因脉而成”的风景特质之理。最后总结了风景特质理论作为形态学理论、作为图谱理论、作为地脉文脉认识论实践的整体性特点及其应用前景。     

东南亚国家社交商务与非本土节日消费行为分析——以中国春节为例

在世界范围内,中国春节越来越受消费者欢迎,特别是东南亚消费者会在社交商务中参加中国春节活动。然而,现实中却存在一个矛盾的现象,即一些东南亚消费者春节期间热衷于购买中国商品,而春节过后却抵制中国商品。实证研究发现,东南亚消费者并未完全从态度上偏好中国春节和中国商品,只是出于社交商务的需要才参与中国春节和购买中国商品。东南亚消费者可区分为文化杂食型和节日身份型两个细分市场。其中,文化杂食型消费者包容并喜欢多元文化,会长期偏好中国节日和中国商品;节日身份型消费者仅在中国节日期间会参与中国节日和购买中国商品。这样的结论对指导中国企业实践具有重要价值,首先,为更好地响应“一带一路”倡议,应树立中国品牌意识,在“一带一路”沿线国家培育偏好中国文化和产品的朋友圈,转变消费者态度;其次,为更好地实施“走出去”战略,应在国际市场进行文化杂食和节日身份的细分,对文化杂食型消费者以文化为纽带培育其长期稳定的消费习惯,对节日身份型消费者通过营销策划刺激其消费;其三,为成功进入东南亚市场,对在东南亚运营的社交商务,应侧重培育消费者亲中国文化与产品的态度,并增加其使用社交商务平台的愉悦感。     

Dodo Lé Là: how consumers promote a local iconic brand in postcolonial creole culture

ABSTRACT

This videography shows how consumers in the Reunion Island (France) promote a local Dodo beer towards an iconic status through their identity work. An alternative approach to Holt’s theorising on iconic brands is taken on two levels. First, the videography contributes by offering a non-American, postcolonial and creole aspect of a brand myth-making, as well as the ‘promotion’ of the brand by the local consumers and multi-ethnic community. Second, the consumers’ voice in citing the brand is examined (Nakassis, 2012. American Anthropologist, 114(4), 624–638.). Based on the findings, the citing of the brand happens in two different ways: when including it into personalised identity narratives and when producing new brand tokens, thus nurturing the brand ontology further.     

Community participation in heritage tourism planning: is it too much to ask?

Considering the complications of collecting empirical data on community participation, this study proposes a new methodological approach that departs from the current literature. For the first time, an experimental procedure is adopted to conduct a direct comparison between participatory and non-participatory decision-making in the context of heritage tourism planning. Contrary to previous work, this is the first ex-ante assessment of community participation at a destination with no such prior experience. The analysis relies on behavioural data on choices, deliberation and conflict studied in the context of a controlled collaborative environment. The findings suggest that choices and deliberation between participatory and non-participatory groups exhibit no statistically significant differences although participatory groups were more susceptible to conflict. However, interestingly, conflict was constructive as it increased provisions for heritage goods. Furthermore, intra-group heterogeneity did not always affect collective decisions negatively whereas trust and institutional credibility played a major role in influencing both individual and collective preferences. These findings have important implications for research and policy, opening a novel avenue for the systematic study of participation dynamics to inform the instigation of participatory endeavours.     

The uneasy alliance of organisational culture and equal opportunities for ethnic minority groups: A British example

Recent statistics suggest that there is a continuing disparity in labour market outcomes between ethnic minority (EM) groups and their White counterparts. However, although there is now an abundance of statistical and anecdotal evidence that speaks to the disadvantage of EM groups, there is less understanding of the intraorganisational dynamics that give rise to the outcomes that are reported. Drawing on postcolonial, cultural capital, and social capital theories, this article argues that the dominant approach through which organisational culture is conceptualised and the ways in which it is commonly managed may encourage labour market inequality and disadvantage for EM groups (defined as access to employment and having opportunities for promotion while in employment). The article explores three intraorganisational interventions that are common in culture management initiatives (leadership, selective recruitment, and internal promotion) to illustrate the arguments. The article concludes by discussing a series of implications and highlighting the pivotal role of the HR academy and practitioners in generating deeper insights and attention into the potential sources of EM disadvantage that are linked to culture and culture management.