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Intercultural Issues in the Workplace : Leadership, Communication and Trust
- Author / Creator
- Available as
- Online
Details
- Format
- Books
- Language
- English
- Contributors
- Publication
-
- 1st ed
- Cham : Springer International Publishing AG, 2024
- ©2023
- Physical Details
-
- 1 online resource (298 pages)
- ISBNs
- 9783031423208, 3031423208, 9783031423192
- Intro -- Acknowledgements -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- 1 Setting the Scene: The Intercultural Dimension of the Contemporary Workplace -- 1.1 Rationale and Scope of the Volume -- 1.1.1 Current Trends in Research and Practice -- 1.1.2 Key Definitions and Assumptions -- 1.1.3 Key Themes and Outline of the Book -- References -- Part I Intercultural Communication -- 2 Key Concepts for Cultural Communication in the Workplace -- 2.1 Introduction -- 2.2 Culture, Communication, and the Workplace -- 2.2.1 Culture -- 2.2.2 Communication -- 2.2.3 Organisational Culture and the Workplace -- 2.3 Communicating Across Cultures: Intersubjectivity and Shared Meaning -- 2.4 Revisiting Established Models of the Cultural Dimension of Business -- 2.5 Cultural Diversity or Diversity of Cultures? Beyond Anglo-Saxon Models -- References -- 3 Multicultural Communication and Trust in the Contemporary Workplace -- 3.1 Introduction -- 3.2 Power Dynamics in Multicultural Workplaces: From Competing Cultures to Negotiated Culture -- 3.3 Key Dimensions in Cross-Cultural Interactions -- 3.3.1 Nonverbal and Visual Communication -- 3.3.2 Politeness -- 3.3.3 Turn-Taking -- 3.4 Building Trust in Global Multicultural Teams -- 3.4.1 Forming the Team -- 3.4.2 Team Meetings -- 3.5 Cross-Cultural Negotiation -- 3.6 Intercultural Conflict -- 3.7 Trust and the Online Dimension -- 3.8 Intercultural Competence -- 3.8.1 Developing Intercultural Competence -- 3.9 Beyond Intercultural Competence -- References -- 4 Intercultural Perspectives of Work, Leisure, and Time -- 4.1 Introduction -- 4.2 Key Concepts -- 4.2.1 Defining "Work", "Leisure", and "Time" -- 4.2.2 Cultural Values: A Necessary Concept for Understanding Intercultural Perspectives on Work, Leisure, and Time -- 4.3 Intercultural Perspectives of Work
- 4.3.1 Cultural Values and the Meaning of Work: The Example of Individualistic and Collectivist Perspectives -- 4.4 Intercultural Perspectives of Leisure -- 4.4.1 Situating Leisure Within Economic Systems, Social Relations, and Cultural Dynamics -- 4.4.2 Keeping in Mind the Diversity of Perspectives on Leisure -- 4.5 Intercultural Perspectives of Time -- 4.5.1 Precise Punctuality or Fashionable Lateness? Strict Vs. Relaxed Accountability of Time -- 4.5.2 One at a Time or All at Once? Sequential Vs. Synchronic Perspectives -- 4.5.3 Look to the Past, Focus on the Present, or Plan for the Future? -- 4.6 Bringing It All Together: Negotiating Intercultural Perspectives on Work, Time, and Leisure in a Business Meeting -- 4.6.1 First Things First: When and How to Start the Meeting? -- 4.6.2 Getting Down to Business: Intercultural Perspectives on Drawing Up a Plan -- 4.6.3 All Good Things Must Come to an End…Mustn't They? Wrapping Things Up While Working Interculturally -- 4.7 Concluding Remarks: Work, Time, and Leisure in the Twenty-First Century -- References -- Part II Cross-Cultural Leadership -- 5 Leadership Across Cultures -- 5.1 Psychology of Leadership and Culture -- 5.2 Leadership Behaviour and Its Learning -- 5.2.1 Classical and Operant Conditioning -- 5.2.2 Cognitive Behavioural Approach -- 5.2.3 Personalities and Traits -- 5.3 Cultural Perspectives on Leadership -- 5.3.1 Cultural Dimensions -- 5.3.2 Organisational Culture -- 5.3.3 Individual Personality -- 5.4 Emerging Leadership Styles -- 5.5 Leaders and Groups -- 5.5.1 Social Identity Theory (SIT) -- 5.5.2 Prototypical Leadership -- 5.5.3 Follower Perceptions -- 5.5.4 Ethnocentrism, Prejudice, and Discrimination -- 5.6 Becoming an Effective Leader Using Executive Coaching -- References -- 6 Intercultural Coaching -- 6.1 Introduction -- 6.2 What Are Coaching and Coaching Psychology?
- 6.3 The Role of Coaching in the Workplace -- 6.3.1 The Role of Culture in Coaching -- 6.4 Cultural Frameworks and Perspectives for Coaching -- 6.4.1 Bennett's Model Applied to Coaching and Coach Development -- 6.4.2 Intercultural Coaching Across Contexts -- 6.4.3 Indigenous Coaching Approaches -- 6.5 Coaching with Intercultural Sensitivity and Skill -- 6.5.1 Cultural Intelligence -- 6.5.2 Emotional Intelligence and Mindfulness -- 6.5.3 Systemic Coaching -- 6.6 Conclusion -- References -- 7 Uncertainty and Trust in International Business Communication -- 7.1 Uncertainty, Crisis and Trust-Building in International Business Communication -- 7.2 Rebuilding Trust in the Banking Sector -- 7.3 Crisis Communications -- 7.4 Uncertainty in the Workplace: The Case of Interpreted Business Negotiations -- 7.5 Contexts of Uncertainty: Drawing the Strands Together -- References -- Part III Economy -- 8 Economy as Intercultural Challenge -- 8.1 Economy as Culture: Historical, Geographical and Conceptual Frameworks -- 8.1.1 Endogenous, Moral and Institutional Economy -- 8.1.2 Economy and Cultural Tradition(s) -- 8.1.3 Formalism vs Substantivism -- 8.2 Rational 'Economic Man' -- 8.2.1 Individual and Society -- 8.2.2 The 'Free Market' as a Politico-Cultural Construct -- 8.2.3 Self-interest and the Common Good -- 8.3 Informal Economy: Substantivism Embodied or Cultural Survival? -- 8.4 Alternative Economics -- 8.4.1 From TOES to the SDGs -- 8.4.2 Culture as a Resource -- 8.5 Economics and Religion -- 8.5.1 Christianity and Capitalism -- 8.5.2 Non-Christian Traditions and the Future Earth -- 8.6 Conclusion -- References -- 9 Intercultural Issues in Finance -- 9.1 Introduction -- 9.2 The Centrality of Culture in Finance -- 9.3 Finance in a Globalised World and the Globalisation of Finance -- 9.4 Financial Systems and Centres -- 9.4.1 The Case of London and New York
- 9.5 Money: Transmission and Saving -- 9.6 Mobile Payments -- 9.7 Alternatives to Conventional Financial Systems -- 9.7.1 Islamic Banking and Finance -- 9.7.2 The Case of Japan -- 9.8 Conclusion -- References -- 10 Currency, Identity and Trust: Cryptocurrencies, Central Bank Digital Currencies and the Case for the Bahamian Sand Dollar -- 10.1 Background to National Currencies -- 10.2 Exchange Rates and Trust -- 10.2.1 Exchange Rate Policy Since 1945 and the Gold-Dollar Standard -- 10.2.2 Fixed Versus Flexible Exchange Rates -- 10.3 Explaining Central Bank Digital Currencies -- 10.4 Conclusion and Further Developments -- References -- Part IV Language -- 11 Global Englishes: Dialogue and Communication in the Workplace -- 11.1 Introduction -- 11.2 English as an International Language of Business -- 11.3 English or Englishes -- 11.3.1 English and Scots -- 11.3.2 English in Dubai -- 11.3.3 English in Malaysia -- 11.4 The British Council: Promoting Global English? -- 11.5 Global Languages: Numbers or Commerce? -- 11.6 English as a Business Lingua Franca -- 11.7 Ownership of English? -- References -- 12 Multilingualism in the Workplace -- 12.1 Introduction -- 12.2 Language(s) in the Workplace: From Local Problem to Global Opportunities -- 12.3 Multilingual Skills and Mobility -- 12.4 Multilingual Workers, Lingua Franca, and New Speakers -- 12.5 Multilingualism, Niche Markets, and Customer Service in a Globalised World -- 12.6 The Opportunities and Challenges of Being a New Speaker in the Workplace -- References -- 13 Translation and Interpretation in Cross-Cultural Business Workplace Practices -- 13.1 Key Concepts in Translation and Interpretation -- 13.2 Business Interpreting -- 13.2.1 Modes of interpreting -- 13.2.2 Ethics and client expectations -- 13.3 Business Translation -- 13.4 Computer-Aided Translation
- 13.5 Sign Language Interpreting and Translation -- 13.6 Conducting Business Through T& -- I -- References -- Part V Diversity -- 14 Dignity and Diversity in the Workplace -- 14.1 Introduction -- 14.2 Defining Dignity and Diversity in the Workplace -- 14.2.1 Diversity -- 14.2.2 Dignity -- 14.3 Dimensions of Diversity in the Workplace: Race and Ethnicity -- 14.3.1 Race -- 14.4 Dimensions of Diversity in the Workplace: Religion, Age and Social Class -- 14.4.1 Religion -- 14.4.2 Age and Social Class -- 14.5 Sex and Gender Inequality -- 14.6 Disability and Impairment -- 14.6.1 Neurodiversity -- 14.7 Employer's Perspective: Diversity Management -- 14.7.1 Reasonable Adjustments -- 14.7.2 Workplace Discrimination and Employment Law -- 14.8 Conclusion -- References -- 15 Performing Gender in the Workplace -- 15.1 Introduction -- 15.2 Key Concepts: Culture, Gender, and Performance -- 15.2.1 Culture -- 15.2.2 Gender -- 15.2.3 Performance -- 15.3 "Doing Gender" in the Workplace -- 15.3.1 Gendered Practice and Practising Gender at Work -- 15.3.2 Gender Identities and Gender Equality in the Workplace -- 15.4 Gender Gap Hotspots -- 15.5 Conclusion -- References -- 16 Deaf People in the Workplace -- 16.1 Introduction -- 16.2 Deaf People -- 16.2.1 Are Sign Languages Different in Every Country? -- 16.2.2 Are Deaf People Disabled? -- 16.3 Deaf People at Work -- 16.3.1 Deaf People's Perceptions About Barriers in the Workplace -- 16.3.2 Deaf People's Strategies at Work -- 16.3.3 Deaf People in Deaf Workplaces -- 16.4 Hearing Employer Perspectives on Working with Deaf People -- 16.5 Advice for Future Employers, Managers, Supervisors and Colleagues -- References -- Part VI Cross-Cultural Scenarios -- 17 Cross-Cultural Scenarios -- 17.1 Introduction -- 17.2 Scenarios #1 and #2: Leadership -- 17.2.1 John and a Global Virtual Team -- 17.2.2 Susan in Saudi Arabia
- 17.3 Scenarios #3 and #4: Communication