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Cultural profiling and a Chinese experience

Cultural profiling and a Chinese experience PurposeThis paper aims to analyze the effectiveness of cultural profiling tools in predicting and identifying potential cultural pitfalls and challenges that the executive could encounter during an interaction with an individual or group from a different national culture. The initial analysis is based on the author’s experience in China. Over a two-year period and as part of the wider strategy to implement account management principles within the local sales teams across China, the strategy and sales development team (composed of two Chinese nationals lead by a Spanish/USA experienced expatriate/author) engaged senior members of the sales team through a series of workshops.Design/methodology/approachDespite the top management support and the alignment of the program with the organizational culture of the company, the coaching program had limited success. Using a past experience in China and as part of a preliminary study on cultural profiling models available to executives, professors and students exposed to global environments, the author reviewed three popular cultural models to potentially identify sources of conflict, cultural gaps and misalignments between individual culture and the national cultures.FindingsThe paper found that culture profiling tools could have a guiding value for executives and other individuals visiting a different culture, as it identified potential sources of conflict and pitfalls to avoid.Originality/valueThe paper offered a fresh look at proliferating culture profiling tools. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Chinese Human Resource Management Emerald Publishing

Cultural profiling and a Chinese experience

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2040-8005
DOI
10.1108/JCHRM-09-2015-0014
Publisher site
See Article on Publisher Site

Abstract

PurposeThis paper aims to analyze the effectiveness of cultural profiling tools in predicting and identifying potential cultural pitfalls and challenges that the executive could encounter during an interaction with an individual or group from a different national culture. The initial analysis is based on the author’s experience in China. Over a two-year period and as part of the wider strategy to implement account management principles within the local sales teams across China, the strategy and sales development team (composed of two Chinese nationals lead by a Spanish/USA experienced expatriate/author) engaged senior members of the sales team through a series of workshops.Design/methodology/approachDespite the top management support and the alignment of the program with the organizational culture of the company, the coaching program had limited success. Using a past experience in China and as part of a preliminary study on cultural profiling models available to executives, professors and students exposed to global environments, the author reviewed three popular cultural models to potentially identify sources of conflict, cultural gaps and misalignments between individual culture and the national cultures.FindingsThe paper found that culture profiling tools could have a guiding value for executives and other individuals visiting a different culture, as it identified potential sources of conflict and pitfalls to avoid.Originality/valueThe paper offered a fresh look at proliferating culture profiling tools.

Journal

Journal of Chinese Human Resource ManagementEmerald Publishing

Published: Oct 12, 2015

References