Multinational companies transfer managerial practices such as quality management globally. Studies from different perspectives have examined cultural, institutional, and organizational challenges in practice transfer, however, little is known about the micro-processes of intercultural transfer, especially in complex cultural settings as Brazil. Integrating the recontextualization perspective and Scandinavian institutionalist transfer-as-translation approach, this book explores micro-processes of transfer from German MNC to Brazilian subsidiaries from a multiple cultures perspective. Findings show the complementary nature of micro-processes of translation and recontextualization, embedding them into a process model of four stages: Preparation, translation, recontextualization, and institutionalization. Intercultural transfer can be considered an iterative and multi-level process in which practices diffuse from individuals, to teams, to the organization. The book contributes to international management by cross-fertilizing the two approaches, by highlighting cultural and institutional particularities of the Brazilian context using a culturally sensitive methodology, and by showing the transformative power of managerial practices on organizations and ecosystems. About the author Madeleine Bausch completed her PhD at University of Passau, Germany. Since March 2022, she is a researcher at the Faculty of Economics and Business, University of Chile. .

Multinational companies transfer managerial practices such as quality management globally. Studies from different perspectives have examined cultural, institutional, and organizational challenges in practice transfer, however, little is known about the micro-processes of intercultural transfer, especially in complex cultural settings as Brazil. Integrating the recontextualization perspective and Scandinavian institutionalist transfer-as-translation approach, this book explores micro-processes of transfer from German MNC to Brazilian subsidiaries from a multiple cultures perspective. Findings show the complementary nature of micro-processes of translation and recontextualization, embedding them into a process model of four stages: Preparation, translation, recontextualization, and institutionalization. Intercultural transfer can be considered an iterative and multi-level process in which practices diffuse from individuals, to teams, to the organization. The book contributes to international management by cross-fertilizing the two approaches, by highlighting cultural and institutional particularities of the Brazilian context using a culturally sensitive methodology, and by showing the transformative power of managerial practices on organizations and ecosystems.

As a fascinating interdisciplinary and emerging field of research and practice, cross-cultural management is shaped and enriched by women scholars. This book takes an engaging narrative approach to insightful conversations with 12 women academics to illuminate key concepts, methods and issues within this ever-evolving field. The leading scholars interviewed are: Nancy Jane Adler, Zeynep Aycan, Ariane Berthoin Antal, Nakiye Boyacigiller, Mary Yoko Brannen, Paula Caligiuri, Sylvie Chevrier, Martha Maznevski, Joyce Osland, Sonja Sackmann, Susan C. Schneider, Lena Zander

In A Translation Theory of Knowledge Transfer, Kjell Arne Røvik develops a new theory on the challenges of transferring and sharing knowledge across organizational borders. Based on extensive research, he proposes a new, reframing idea of knowledge transfer as acts of translation, resembling the translation of texts. This new concept both extends and challenges established theories of knowledge transfer. Containing a comprehensive review of the last 40 years of research on knowledge transfer across organizational borders, this book also offers a step-by-step account of how a new theory within organizational research has been developed. Røvik states that the capacity of an organization to transfer and exploit knowledge from other organizations is a key to its competitiveness, progress, and even survival, and convincingly argues how this new translation theory can be used to guide practitioners involved in knowledge transfer processes.

The development of international business and of globalization in every field of activity requires the interaction of individuals and groups with diverse cultural, religious, ethnic and social characteristics in different institutional contexts. Cross-cultural Challenges in International Management addresses the various difficulties that may impede smooth communication and cooperation of those involved in such interactions. It examines what types of resources are mobilized to overcome such difficulties. The cultural and societal challenges of international management must be considered at different levels, the one of strategy, which the first part of the book is devoted to, but also that of management and business practices, addressed in the third part of the book. Both strategic decisions and daily business practices, however, in the particularly fluctuating and incompletely defined international context, gain from being framed by ethical and corporate social responsibility, which the second part of this book is devoted to. Cross-cultural Challenges in International Management provides an analysis of specific situations revealing such cultural or societal challenges. Thus, the reader will benefit not only from advanced theoretical knowledge in the field, but also from practical applications in various professional context and various countries. Practitioners, students in various fields of social sciences, particularly in management, communication, international relations, and researchers will widely benefit from this book.

This Element reviews the varieties of capitalism approach (VoC) first developed by Hall and Soskice and subsequent extensions to emerging markets. The author suggests that by reinvigorating existing ideal types and creating new ones through an analysis of its five variables in a variety of countries VoC can be used to evaluate the viability of economic reforms across a wide range of countries. He argues that governments should base changes on lessons from other countries belonging to their ideal type. This Element illustrates the utility of VoC in understanding how reforms will differ across countries by examining how the future of work is likely to differ across nations depending on the degree to which the five institutions explored in this approach promote the standardization of tasks. It analyzes how these institutions shape degrees of standardization in the United States, Germany, and Brazil, offering suggestions for reforms in each of them.