Table Of ContentNorhayati Zakaria
Asmat-Nizam Abdul-Talib
Andrea Amelinckx Editors
Transcending
Cultural
Frontiers
Practices, Challenges, and Strategy
for International Business
Transcending Cultural Frontiers
Norhayati Zakaria Asmat-Nizam Abdul-Talib
(cid:129) (cid:129)
Andrea Amelinckx
Editors
Transcending Cultural
Frontiers
Practices, Challenges, and Strategy
for International Business
123
Editors
Norhayati Zakaria Asmat-Nizam Abdul-Talib
Faculty of Business OthmanYeop Abdullah Graduate
University of Wollongongin Dubai Schoolof Business
Dubai, UnitedArab Emirates Universiti Utara Malaysia
Sintok,Kedah, Malaysia
Andrea Amelinckx
Dhillon Schoolof Business
University of Lethbridge
Lethbridge, AB,Canada
ISBN978-981-15-4453-8 ISBN978-981-15-4454-5 (eBook)
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Foreword
I was quite pleased when I discovered that Prof. Zakaria and her colleagues were
convening a team of scholars to develop an edited book examining cross-cultural
issues in international business, and I was thrilled when I was asked to contribute
thisforewordtothetext.Onthesurface,itdoesseemlikeastrangetimetopropose
a book on cultural boundaries. After a long spell of integration, the world seems
tired of globalization. Now, we face a contraction of global interaction, and social
pressureshavemadetheworldabitlargerduetotheincreasesinnationalismthatis
prevalentaroundtheglobe.However,Iwouldcontendthatthetimingofthebookis
perfect for just such a setting. Because global business has been the norm, the
environment has been if not friendly, at least forgiving, for those entering into the
global business arena. Now, in this contracting environment, those entering into
international business face additional pressures to get it right. And for some time,
the confounding variable in the equation has been the culture. Thus, additional
focus from scholars is warranted and welcomed by students entering the world of
practice. I believe this book will have a considerable impact because of its timing
and alignment with the global milieu.
Another reason this book will be impactful and help shape the global business
environment is the scope of the challenges we now face. The magnitude and
complexity of problems we are encountering now are simply larger than any one
organization, or any single culture, can reasonably address. One contemporary
exampleisthesechallengesisglobalclimatechange.Whiledraftingthisforeword,
I was forced to evacuate my home due to the path of Hurricane Dorian. One
eveningweexpectedabrushfromatropicalstorm,andthenextwefoundourselves
inthepathofaCategory5hurricane.Whileultimatelyveeringawayfrommyhome
in Florida, the storm hit the Bahamas, and they were not so lucky. Dorian was the
strongest hurricane to ever strike the island nation and is widely regarded as the
worst national disaster inthe history of theBahamas,causing billions ofdollars in
damage. It will take a truly collaborative international effort and many years to
recover from the storm. Having lived in storm-ravaged environments, I can testify
that speed is of the essence. Unfortunately, cultural confusion and speed are not
often present at the same time.
v
vi Foreword
While many of the challenges we face will be natural, such as mass extinction
threats and global health concerns, a considerable number will be man-made in
nature. Some, such as geopolitical instability and warfare, fall outside of our dis-
cipline,butperhapsthemostprevalentwillbethechallengestotheglobaleconomy
because of more routine international business trials and tribulations. Conducting
business in VUCA environments (those characterized by volatility, uncertainty,
complexity, and ambiguity) means that business professionals will face a
never-ending stream of disruptive technologies, supply chain interruptions, and
shiftinglaborpools.InaworldwhereVUCAreignssupreme,thecomfortofdoing
business relies on constant innovation and the relative efficiency of economies of
scale afforded by international business. While international business can offer a
path to success, it is not without its own challenges, with one being the confusion
that can come when cultures collide.
Theeditorsofthistextbringawealthofexpertiseinthisarea,asisevidencedby
theirchoiceoftopics,andthestrengthoftheexpertstheyhaveinvitedtocontribute
to the book. The combined chapters provide both strategic guidance as well as a
focus on operational concerns that may arise in international business including
expatriation and human resource mobility. The authors not only correctly identify
the oncoming challenges, but also present evidence regarding the likely solutions
suchascultureandinnovationandglobalchangemanagement.Thescholarlywork
of this text will steer the discussion and future research that will not only advance
thefieldofinternationalbusiness,butperhapsleadtosolutionsthatgiveushopefor
our global future.
Overall,thisbookwillbeatremendousresourceforscholarsintheinternational
businessfield,butIbelievetheaudiencewillbemuchwider.Theinternationalteam
of editors and authors bring a wide range of perspective as well as real-world
contextualknowledgethatwillbeusefulforscholarsandpractitionerswhoseekto
leverage culture and human capital to advance international business and drive the
global economy. I applaud the editors for their vision and leadership in guiding us
through one of the most challenging contemporary research areas and through one
of the most pressing challenges of our day.
Richard L. Griffith, Ph.D.
Executive Director of the Institute for Cross
Cultural Management at Florida Tech
Melbourne, FL, USA
Contents
1 Advancing Cultural Frontiers to Champion Global Business
in Emerging Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Norhayati Zakaria, Asmat-Nizam Abdul-Talib,
and Andrea Amelinckx
Part I Practices, Norms, and Diversity in Multinational
Corporations
2 Work in Progress: Organisational and Occupational Identity
Work of South African Employees After Firm Acquisition. . . . . . . 13
Nasima Mohamed Hoosen Carrim
3 “I Am Going Abroad!” Developing Cross-Cultural Sensitivity
for Self-initiated Expatriates of Female Registered Nurses
in Saudi Arabia. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Bibi Noraini Mohd Yusuf and Nasriah Zakaria
4 Trust and Cultural Preferences of Global Consumers
for Airbnb Patronage: A Qualitative Study of MENA
Consumers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Heba Abusedou and Norhayati Zakaria
Part II Challenges and Issues of Global Business
5 Cultured Crime of Obedience and Fraudulent Financial
Reporting in the Time of Crisis. . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
Radiah Othman and Rashid Ameer
6 The Role of Gig Economy in Supporting SME
Internationalisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Samar Kal Youssef and Arijit Sikdar
vii
viii Contents
7 Cross-Cultural Collaboration Mechanisms that Facilitate
Global Innovation Success for MNCs . . . . . . . . . . . . . . . . . . . . . . . 107
Karina R. Jensen
Part III Implementing Strategies for Global Businesses
8 Non-pecuniary Factors Influencing Diaspora Homeland
Investment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
Mohamed-Abdullahi Mohamed and Asmat-Nizam Abdul-Talib
9 Muslim Youths’ Satisfaction Toward Muslim-Friendly Hotels:
Examining the Effects of Hotel Image, Brand Image
and Employee Performance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141
Samshul-Amry Abdul-Latif and Nur Adilah Adnan
10 Inside Corporate Innovation: A Study of Team Leader
Experiences and Strategies During the New Venture
Development Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
David L. Wilemon
Index .. .... .... .... .... .... ..... .... .... .... .... .... ..... .. 177
Editors and Contributors
About the Editors
Dr. Norhayati Zakaria is an Associate Professor and is currently attached to the
Faculty of Business at the University of Wollongong in Dubai, United Arab of
Emirates. Dr. Zakaria obtained her Ph.D. in Information Science and Technology
andM.Phil.inInformationTransferatSyracuseUniversityandM.Sc.Management
atRensselaerPolytechnicInstitute,Troy,NewYork.Hereducationaltrainingspans
interdisciplinary fields ofcross-culturalmanagement,internationalhuman resource
management, and information science. With her international education and
experienceasanexpatriate,herresearchexpertiseisattunedtotheculturallyrelated
behaviors of global workforces. Under her research expertise, she explores key
questions of how to manage the impact of culture on global talents, both
face-to-face and virtually by inculcating cultural sensemaking skills among them.
She has written more than 150 publications including high impact journal articles,
books, book chapters, and conference proceedings and is widely cited by scholars
inthefieldofinternationalbusinessandinternationalmanagement.Hertwoleading
monographs by Taylor & Francis Group entitled: ‘Culture Matters: Decision
Making in Global Virtual Teams’ and ‘Making Sense of Culture: Cross-Cultural
Expeditions and Management Practices of Self-Initiated Expatriates in the Foreign
Workplace.’
Asmat-Nizam Abdul-Talib is an AssociateProfessor teaching international busi-
ness and international marketing at the Universiti Utara Malaysia and has recently
becomeattachedtotheOYAGraduateSchoolofBusiness.HereceivedhisPhDin
InternationalMarketingfromAstonBusinessSchool,AstonUniversity,UK;MBAin
International Business from Cardiff University, UK; and a Bachelor’s degree in
BusinessandEconomicsfromConcordiaUniversity,Canada.Heisalsotherecipient
of Universiti Utara Malaysia Outstanding Research Award and Universiti Utara
MalaysiaMostPromisingResearcherAward. Hisresearchinterestslieprimarilyin
international marketing and strategic marketing, especially in export market
ix
x EditorsandContributors
intelligence,andtheuseofexportmarketintelligenceinfirms’exportdecisionpro-
cesses.
HehasalsobeenappointedAssociateProfessorofInternationalBusinessinTashkent
StateUniversity,Uzbakistan,aresearchfellowattheHondaFoundation,Japan,and
Faculty Associate at Aston Business School, UK, teaching international marketing
andinternationalbusiness.
AndreaAmelinckx istheDirectoroftheInternationalProgramsOffice,theChair
of the International Management Area and the Director of the First Nations
GovernanceProgramattheUniversityofLethbridge,DhillonSchoolofBusinessin
Lethbridge,Alberta,Canada.Herresearchinterestsareintheareasofcross-cultural
management, indigenous studies and virtual global team relations. She currently
teaches courses such as, Cross-cultural Study in Malaysia, Cross-cultural
Management Practices and Canadian Culture and Management. Currently, she is
working with an interdisciplinary team on First Nations,community and corporate
relations and involvement in the natural resource sector.
Contributors
Samshul-Amry Abdul-Latif International Islamic University Malaysia, Pagoh,
Muar, Malaysia
Asmat-Nizam Abdul-Talib Othman Yeop Abdullah Graduate School of
Business, Universiti Utara Malaysia, Sintok, Malaysia
HebaAbusedou UniversityofWollongonginDubai,Dubai,UnitedArabEmirates
Nur Adilah Adnan International Islamic University Malaysia, Pagoh, Muar,
Malaysia
Rashid Ameer School of Global Studies, IPU New Zealand Tertiary Institute,
Palmerston North, New Zealand
Andrea Amelinckx Dhillon School of Business, University of Lethbridge,
Lethbridge, Canada
Karina R. Jensen Centre for Leadership and Effective Organisations, NEOMA
Business School, Reims, France;
Global Innovation and Leadership, NEOMA Business School, Reims, France
Mohamed-AbdullahiMohamed SchoolofInternationalStudies,UniversitiUtara
Malaysia, Sintok, Kedah, Malaysia
Nasima Mohamed Hoosen Carrim Human Resource Management Department,
University of Pretoria, Pretoria, South Africa
