2012 Awards for Excellence

Citation

(2013), "2012 Awards for Excellence", Journal of Organizational Change Management, Vol. 26 No. 1. https://doi.org/10.1108/jocm.2013.02326aaa.002

2012 Awards for Excellence

Article Type: 2012 Awards for Excellence From: Journal of Organizational Change Management, Volume 26, Issue 1

The following article was selected for this year’s Outstanding Paper Award for Journal of Organizational Change Management

‘‘From cultural values to cross-cultural interfaces: Hofstede goes to Africa’’

Terence JacksonMiddlesex University Business School, London, UK

Purpose – Hofstede’s theory may be problematic from both a methodological/theoretical and practical view when applied to the 80 per cent of the globe we term developing. It is necessary to break out of an epistemic paradigm and a ‘‘view from nowhere’’ in order to focus on multiple layers of cultural interfaces within power dynamics that influence the nature of hybrid organizations and individual cultural identity. The purpose of this paper therefore is to develop a theory of crossculturalinterfaces.

Design/methodology/approach – Cross-cultural values theory provides a blunt instrument in Africa, does not take into account global dependencies and is not able to analyse local perceptions of reality within a context of these dependencies. A theory of cultural interfaces is developed that incorporates an Aristotelian phronetic approach to social science.

Findings – This moves away from the universals of analytical rationality towards practical valuerationality that considers culture from a context-dependent viewpoint, provides a synthesis for cultural-institutional approaches, and engages researchers beyond merely looking at differences in cultures and the consequences, and towards what should be done about issues that arise.

Originality/value – By providing an example of how cultural interfaces may be researched, and discussing the associated conceptual issues, it is hoped that this paper will help to move forward the debate about cross-cultural management.

Keywords Africa, Cross-cultural management, Cultural identity, Cultural interfaces, Developing countries, International development

www.emeraldinsight.com/10.1108/09534811111144656

This article originally appeared in Volume 24 Number 4, 2011pp. 532-58, Journal of Organizational Change Management

The following articles were selected for this year’s Highly Commended Award

‘‘Different experiences of socio-cultural integration: a European merger in Mexico’’

Anna A. Lupina-Wegener, Susan C. Schneider, Rolf van Dick

This article originally appeared in Volume 24 Number 1, 2011, Journal of Organizational Change Management

‘‘Institutional change and the multinational change agent: a study of the temporary staffing industry in Spain’’

Bas Koene, Shahzad (Shaz) Ansari

This article originally appeared in Volume 24 Number 4, 2011, Journal of Organizational Change Management

‘‘Performativity in place of responsibility?’’

Barbara Czarniawska

This article originally appeared in Volume 24 Number 6, 2011, Journal of Organizational Change Management

Outstanding Reviewers

Sebastian Fourne´Erasmus University Rotterdam, The Netherlands

Peter OdrakiewiczPoznan´ska Wyzsza Szkola Biznesu, Poland