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Cultural Conflicts in the Process of Embedding Mission Statements

Research output: Contribution to journalJournal articlepeer-review

Published

Standard

Cultural Conflicts in the Process of Embedding Mission Statements. / Zhu, Zoe.

In: Transcultural Management Review, Vol. 15, 31.03.2019, p. 55-70.

Research output: Contribution to journalJournal articlepeer-review

Harvard

Zhu, Z 2019, 'Cultural Conflicts in the Process of Embedding Mission Statements', Transcultural Management Review, vol. 15, pp. 55-70.

APA

Zhu, Z. (2019). Cultural Conflicts in the Process of Embedding Mission Statements. Transcultural Management Review, 15, 55-70.

Vancouver

Zhu Z. Cultural Conflicts in the Process of Embedding Mission Statements. Transcultural Management Review. 2019 Mar 31;15:55-70.

Author

Zhu, Zoe. / Cultural Conflicts in the Process of Embedding Mission Statements. In: Transcultural Management Review. 2019 ; Vol. 15. pp. 55-70.

Bibtex

@article{a40d9266a7704d85a4b17070e58f9607,
title = "Cultural Conflicts in the Process of Embedding Mission Statements",
abstract = "This study explores how cultural conflicts have emerged in the process of embedding mission statements. Based on participant observation at a Japaneseretailer operating in Hong Kong, this study analyzed the creation and embeddingprocess of the company{\textquoteright}s mission statement. The results demonstrate that somecultural codes might be hidden in the process of translating mission statements from a spiritual focus to a more concrete one. They also show that store managers may have significant differences of understanding regarding their mission statements, and that their strong autonomy can result in an unbalanced embedding process, creating a diversified store culture rather than an integrated one. Finally, the results show that specific local culture—including communication and shopping behaviors—created additional work for local employees because their jobs were designed based on the Japanese consumption behaviors. This study implies the importance of discussing the hidden cultural codes and potential conflicts during the embedding of mission statements. It also suggests that companies should reexamine their mission statements and “deculturalize” them according to specific local and company context. ",
author = "Zoe Zhu",
year = "2019",
month = mar,
day = "31",
language = "English",
volume = "15",
pages = "55--70",
journal = "Transcultural Management Review",

}

RIS

TY - JOUR

T1 - Cultural Conflicts in the Process of Embedding Mission Statements

AU - Zhu, Zoe

PY - 2019/3/31

Y1 - 2019/3/31

N2 - This study explores how cultural conflicts have emerged in the process of embedding mission statements. Based on participant observation at a Japaneseretailer operating in Hong Kong, this study analyzed the creation and embeddingprocess of the company’s mission statement. The results demonstrate that somecultural codes might be hidden in the process of translating mission statements from a spiritual focus to a more concrete one. They also show that store managers may have significant differences of understanding regarding their mission statements, and that their strong autonomy can result in an unbalanced embedding process, creating a diversified store culture rather than an integrated one. Finally, the results show that specific local culture—including communication and shopping behaviors—created additional work for local employees because their jobs were designed based on the Japanese consumption behaviors. This study implies the importance of discussing the hidden cultural codes and potential conflicts during the embedding of mission statements. It also suggests that companies should reexamine their mission statements and “deculturalize” them according to specific local and company context.

AB - This study explores how cultural conflicts have emerged in the process of embedding mission statements. Based on participant observation at a Japaneseretailer operating in Hong Kong, this study analyzed the creation and embeddingprocess of the company’s mission statement. The results demonstrate that somecultural codes might be hidden in the process of translating mission statements from a spiritual focus to a more concrete one. They also show that store managers may have significant differences of understanding regarding their mission statements, and that their strong autonomy can result in an unbalanced embedding process, creating a diversified store culture rather than an integrated one. Finally, the results show that specific local culture—including communication and shopping behaviors—created additional work for local employees because their jobs were designed based on the Japanese consumption behaviors. This study implies the importance of discussing the hidden cultural codes and potential conflicts during the embedding of mission statements. It also suggests that companies should reexamine their mission statements and “deculturalize” them according to specific local and company context.

M3 - Journal article

VL - 15

SP - 55

EP - 70

JO - Transcultural Management Review

JF - Transcultural Management Review

ER -