we would like to promote our Special Issue CFP for the
European Journal of International Management (EJIM)Special Issue on
“The Role of Intercultural Competence in European International Management: Theory, Measurement, Antecedents, and Outcome”.
As guest editors we are highly interested in receiving high quality submissions for the Special Issue. Therefore, we would like to motivate you to submit a manuscript or to inform your interested colleagues about this CFP.
You will find further details about what we are looking for below (or in the document attached). Submissions will be done online via the journal’s system, see: http://www.inderscience.com/info/ingeneral/cfp.php?id=3887
We would highly appreciate, if you considered the EJIM special issue as an outlet for your manuscript and look forward to receiving your submissions.
Nicole, Christopher, Marian, and Jeanette
Call for Papers
European Journal of International Management 2019
The Role of Intercultural Competence in European International Management:
Theory, Measurement, Antecedents, and Outcomes
Nicole F. Richter
University of Southern Denmark
Department of Marketing & Management
Campusvej 55, 5230 Odense, Denmark
Marian van Bakel
University of Southern Denmark
Department of Marketing & Management
Sdr. Stationsvej 28, 4200 Slagelse, Denmark
Associate Professor, Head of Department
University of Southern Denmark
Department of Marketing & Management
Campusvej 55, 5230 Odense, Denmark
In light of the current developments – not only in the European context – the relevance of understanding the effects of intercultural competencies on international management outcomes has never been greater (e.g. Thomas, et al., 2015). Researchers agree that to be successful in international and intercultural contexts, European managers and especially global leaders need intercultural competencies to be able to deal with the increasingly complex and globalized word (e.g. Bücker & Poutsma, 2010; Johnson, Lenartowicz, & Apud, 2006; Bird, Mendenhall, Stevens, & Oddou, 2010). The research on cross-cultural aspects of management has long relied on and discussed concepts of cultural values (e.g. the concepts of Hofstede, Hofstede, & Minkov, 2010, of project GLOBE, see House & Javidan, 2004, or of Schwartz, 1992, 1994), and value differences between nations (e.g. Shenkar, 2001; Kraus, Meier, Eggers, Bouncken, & Schuessler, 2016; Jiménez, Jiménez, Ordeñana, & Puche-Regaliaza, 2017) to understand various international management related outcomes (e.g. Garbe & Richter, 2009; Hoffmann, 2014; Hauff, Richter, & Tressin, 2015; Gunkel, Schlaegel, Rossteutscher, & Wolff, 2015, see also the overview in Kirkman, Lowe, & Gibson, 2006).
Albeit the progress made, researchers claim that it is time to move forward and discover new theoretical streams and methodological practices which might be useful for explaining management behaviors and the mechanisms to improve international managerial outcomes (e.g. Kirkman, Lowe, & Gibson, 2017; Devinney & Hohberger, 2017). One of these newer concepts and streams is the one looking more directly at intercultural competencies, such as a global mindset (e.g. Lovvorn & Chen, 2011; Maznevski & Lane, 2003) or cultural intelligence (e.g. Earley & Ang, 2003; Ang, et al., 2007). These concepts have emerged from different research streams, yet seem to significantly overlap and are useful to further study successful intercultural interaction within different management settings (e.g. Andresen & Bergdolt, 2017). Prior research looks at these phenomena from basically four different perspectives (Leung, Ang, & Tan, 2014; Ott & Michailova, 2016): a) a conceptual perspective which focuses on conceptualizing competencies and developing constructs (e.g. Ng, Van Dyne, & Ang, 2012, Thomas, et al., 2008), b) the investigation into antecedent factors of intercultural competencies which can be used for developing such competencies (e.g. cross-cultural training or contact with a local host, see Reichard, et al., 2015; Van Bakel, Gerritsen, & Van Oudenhoven, 2014), c) the understanding of moderating or mediating effects of these phenomena on management outcomes (e.g. see Wu & Ang, 2011; Kim & Van Dyne, 2012), and finally d) the direct associations of intercultural competencies with management related performance outcomes (e.g. Remhof, Gunkel, & Schlägel, 2013; Rockstuhl, Seiler, Ang, Van Dyne, & Annen, 2011).
Building on the above, the objective of this special issue is twofold: First, the special issue aims to address and promote research associated with theory, conceptualization, and measurement of intercultural competence to contribute to the recent developments in this area (e.g. Schlägel & Sarstedt, 2016). Second, the special issue aims at fostering research into intercultural competencies from a management perspective: In this context, the objective is to increase our understanding of the specific processes or mechanisms through which antecedents influence intercultural competencies (that are of value for different management fields). Moreover, the objective is to uncover the processes or mechanisms through which intercultural competencies manifest as determinants of management related outcomes.
These research objectives are not only of theoretical value, but also have valuable management implications: A better understanding of the determinants and outcomes of intercultural competencies could guide the development of effective intervention programs, and should improve the international management in European firms (e.g. Engle & Crowne, 2014; Alon & Higgins, 2005).
The following suggestions include (but are not limited to) possible areas of research that will be suitable for this special issue:
Theory and Measurement
· Conceptual papers discussing concepts and frameworks of intercultural competence, their differences and similarities, and appropriateness for various research purposes in an European international management context
· Conceptual papers and/or empirical research that aim(s) to improve existing measures of intercultural competence through novel methodological approaches (e.g., cultural neuroscience)
· Empirical research on the nature and dimensionality of intercultural competence
· Empirical research that compares the similarities and differences as well as the effectiveness of different intercultural competence conceptualizations and measures
· Empirical research that assess the measurement of intercultural competence at the team level and the organizational level
· Empirical research that addresses the measurement of intercultural competence across different countries, regions, and social groups
· Empirical research into the processes or mechanisms through which different antecedents (that are of relevance to European international management) influence the development of intercultural competencies
· Empirical multi-level research that examines the determinants and development of intercultural competence across different levels of analysis (e.g. supervisor’s intercultural competence and supervisee’s intercultural competence)
· Empirical research that compares different trainings and interventions to foster the development of intercultural competence
· Empirical evidence that combines qualitative and quantitative procedures to assess the role of negative and positive international experience as well as depth and breadth of international experience in the development of intercultural competence
· Empirical evidence that investigates the interaction effects of cultural distance and international experience in the development of cultural competence
· And we also encourage: Empirical research that goes beyond the “usual suspects” and explores the influence of antecedents, such as prenatal testosterone, body mass-index, and ADHD, on intercultural competence
· Empirical research into the processes and mechanisms through which intercultural competencies influence international management related outcomes (e.g. HR, marketing, purchasing, operations)
· Empirical multi-level research that examines the influence of intercultural competencies across different levels of analysis (e.g., team-level, organizational level)
· Empirical research that tests the unique and shared effects of different facets of intercultural competence on management-related outcomes
Notes for Prospective Authors
Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. (N.B. Conference papers may only be submitted if the paper has been completely re-written and if appropriate written permissions have been obtained from any copyright holders of the original paper).
All papers are refereed through a peer review process.
All papers must be submitted online. To submit a paper, please read our Submitting articles page.
If you have any queries concerning this special issue, please email the Guest Editors.
Submission of manuscripts: 28 February 2018
Notification to authors: 31 May 2018
Final versions due: 15 September 2018
Alon, I., & Higgins, J. M. (2005). Global leadership success through emotional and cultural intelligences. Business Horizons, 48, 501-512.
Andresen, M., & Bergdolt, F. (2017). A systematic literature review on the definitions of global mindset and cultural intelligence - merging two different research streams. The International Journal of Human Resource Management, 28, 170-195.
Ang, S., Van Dyne, L., Koh, C., Ng, K.-Y., Templer, K., Tay, C., & Chandrasekar, N. (2007). Cultural intelligence: Its measurement and effects in cultural judgement and decision making, cultural adaptation and task performance. Management and Organization Review, 3, 335-371.
Bird, A., Mendenhall, M., Stevens, M. J., & Oddou, G. (2010). Defining the content domain of intercultural competence for global leaders. Journal of Managerial Psychology, 25, 810-828.
Bücker, J., & Poutsma, E. (2010). Global management competencies: A theoretical foundation. Journal of Managerial Psychology, 25, 829-844.
Devinney, T. M., & Hohberger, J. (2017). The past is prologue: Moving on from Culture's Consequences. Journal of International Business Studies, 48, 48-62.
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Engle, R. L., & Crowne, K. A. (2014). The impact of international experience on cultural intelligence: An application of contact theory in a structured short-term programme. Human Resource Development International, 17, 30-46.
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Hauff, S., Richter, N. F., & Tressin, T. (2015). Situational job characteristics and job satisfaction: The moderating role of culture. International Business Review, 24, 710-723.
Hoffmann, S. (2014). Does national culture impact consumer boycott prevalence? A multi-country study. European Journal of International Management, 8, 141-159.
Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Culture and Organizations: Software of the Mind: Intercultural Cooperation and its Importance for Survival (Vol. 3rd). New York: McGraw-Hill.
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Kraus, S., Meier, F., Eggers, F., Bouncken, R. B., & Schuessler, F. (2016). Standardisation vs. adaptation: a conjoint experiment on the influence of psychic, cultural and geographical distance on international marketing mix decisions. European Journal of International Management, 10, 127-156.
Lovvorn, A. S., & Chen, J. S. (2011). Developing a global mindset: The relationship betwween an international assignment and cultural intelligence. International Journal of Business and Social Science, 2, 275-183.
Maznevski, M., & Lane, H. (2003). Shaping the global mindset: Designing educational experiences for effective global thinking and action. In N. Boyacigiller, R. M. Goodman & M. Phillips (Eds.), Crossing cultures - Insights from master teachers (Vol. 171-184). London: Routledge.
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