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.     

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。     

企业家领导力提升的文化路径探索

企业家的领导力可以分成学习能力、教导能力以及决策能力三个方面的内容。首先,对于学习能力来说,企业家可以将网上智慧平台作为基础,通过直播模式和慕课模式提升自身的学习能力。其次,对于教导能力来说,企业家可以借助融媒体环境的支持,将文字社交融媒体环境和视频社交融媒体环境结合起来,以此提升自身的教导能力。最后,对于决策能力来说,企业家可以通过智能数据辅助整合以及AI技术辅助筛选的方式提升自身的决策能力。基于此,论文对企业家领导力提升的文化路径进行了研究和分析。     

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.     

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.     

Evaluation of workplace lactation support among employers in two Pennsylvania cities

A majority of mothers with infants less than 1 year old participate in the labor force. Employers can modify the physical and social environments at work to accommodate breastfeeding employees and enable continued participation in the labor force. The purpose of our article is to (1) characterize breastfeeding policies and programs currently offered at workplaces in two Pennsylvania cities and (2) identify improvement areas to support breastfeeding employees in the workplace. We partnered with two business groups on health in Pennsylvania and electronically administered a survey to their employer members. Responses were aggregated into a workplace lactation support score based on physical space, time, policy, and resources. Higher scores indicate that employers offered a large number of workplace lactation supports. We conclude by offering specific improvement opportunities that include a written policy communicated to all employees and the formal communication of lactation services. Employers can utilize workplace lactation support scores to elect interventions that are feasible for implementation in their organizations.     

New perspectives on East Asian leadership in the age of globalization: local grounding and historical comparisons in the Asia Pacific region

ABSTRACT

Many management and leadership studies have traditionally been dominated by Western theories, perspectives and cases. Non-Western leadership requires additional caveats in arriving at generalizations. The theoretical trap of conceiving Asian corporations either as irrelevant concerning leadership effectiveness or as maintaining only culturally determined leadership derives from the lack of historical understanding of Asian cases. Our collection used both historical and contemporary cases of Japan, South Korea and China to show that these Asian economies have tried to some extent balance their traditional norms and values of leadership with those from the West. A key to understanding Asia is that all three countries have historically pursued leadership mandates in running both public and private corporations, although ‘corrupt’ leadership practices were also rampant during different historical periods. Further studies of leadership in non-Western cases are necessary to devise methodological and theoretical alternatives to Western-centric perspectives. In our collection, we analysed how a dynamic and evolutionary view of leadership fared in its attempt to clarify some of the conundrums surrounding East Asian leadership. From our results, it is indicated that historical and comparative methods must accompany any analysis of leadership.     

稻鳅共生种养模式试验研究

[目的]稻鳅共生是典型的稻田综合利用模式,符合生态农业发展方向。通过对稻鳅共生生态系统的生理生态学机制开展试验研究,为进一步推广稻鳅共生种养模式提供科学依据。[方法]采用田间试验方法,以水稻单作为对照,研究了不同泥鳅养殖密度下的稻鳅共生对水稻农艺性状、土壤理化性质、水稻产量构成的影响,并对稻鳅共生种养模式进行了经济效益分析。[结果]与对照处理相比,水稻长势在株高、有效分蘖率、根长等方面有一定提高。养殖田水稻株高增高了3%,有效分蘖率提高了8%~11%,根长提高了8.8%~31.3%。在土壤理化性质方面,与对照相比,土壤容重降低了7.1%~21.2%,孔隙度增加了4.1%~14.7%。实验前后养殖田内土壤有机质增加了3.5%~26.5%,对照田降低了2.5%~5.8%。土壤肥力(氮、磷、钾)减少,但减少幅度小于对照处理。稻鳅共生种养模式下水稻产量提高了5%~25%,同时稻田增收泥鳅1 725~3 375kg/hm2,净收入为1.836 0万~2.307 0万元/hm2,经济效益提高了3.65~4.84倍。稻鳅共生种养模式中泥鳅的养殖密度为30万尾/hm2时稻田的生态效益和经济效益最佳。[结论]稻鳅共生有效改善了土壤理化性质,促进了水稻的生长,提高了稻田产量和产值。