Abstract
In this paper, leadership tasks and stakeholder response during transboundary crisis management are analyzed based on findings from Hofstede’s study, GLOBE Project, and theoretical concepts in cross-cultural management. Accordingly, a conceptual model of transcultural crisis management is proposed. Seven propositions (P) and sixteen sub-propositions (SP) are developed and then tested using the case method. The case of the COVID-19 pandemic is studied to note the effects of cross-cultural differences and intercultural communication in the pre-crisis, crisis, and post-crisis stages. Cross-cultural differences are found to affect sense-making, decision-making, sense-giving and meaning-making during pre-crisis and crisis management stages. Implications of these findings and further research agenda are discussed.
Original language | English |
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Pages (from-to) | 569-601 |
Number of pages | 33 |
Journal | International Journal of Cross Cultural Management |
Volume | 21 |
Issue number | 3 |
Early online date | 22 Nov 2021 |
DOIs | |
Publication status | Published - Dec 2021 |
Keywords
- COVID-19 pandemic
- Coronavirus crisis
- Crisis management
- Cross-cultural management
- Decision-making
- Meaning-making
- Sense-making
- Transboundary crisis management
- Transcultural crisis management