The global village: online cross‐cultural communication and HRM

Yuka Fujimoto, Nasya Bahfen, Jan Fermelis, Charmine E.J. Härtel
2007 Cross Cultural Management An International Journal  
Purpose -The purpose of this paper is to examine relational and task dimension of online communication and the associated emotional experience. Design/methodology/approach -This paper examines four categories of work outcomes: emotional experiences of work, work attitudes, work dynamics and work behaviours; and links each to the cross-cultural online communication context. Findings -It was found that diversity-oriented HRM can reduce the cultural fault-lines between individualist and
more » ... t (IC) cultures, and thereby positively moderate the relationship between cross-cultural online communication and affective, cognitive and behavioural outcomes. Practical implications -Diversity-oriented HRM can capitalize on an organisation's cultural diversity and avoid cross-cultural misunderstandings. In a more practical sense, the research purports that combined use of IC HRM practices can produce greater efficiency and effectiveness in online communications worldwide. Originality/value -The paper provides an insight into the potential implications of increased use of information technology on cross-cultural communication, and human resource management. The significance of diversity-oriented human resource management in managing these implications is also highlighted. the perception of the wording or language used (George, 2003) . Thus, we contend that the combined use of IC HRM practices would facilitate the most effective message, format and channels of communication that both cultures can understand in an objective manner, while simultaneously, capitalizing on culturally diverse knowledge and talents. Key outcomes for individuals, groups and organizations As our preceding discussion implies, the key outcomes of intercultural interactions are affected by an individual's culturally shared interpretations of organisational culture (Louis, 1992; Barak, 2000) . When individual employees perceive that their values and norms are not supported and appreciated within the organisational culture, the outcomes of intercultural interactions are more likely to be negative (Barak, 2000) . A key tenet of this paper, therefore, is that diversity oriented HRM is crucial for culturally diverse employees to perceive that their values and norms are supported and appreciated within the cross-cultural online communication context. According to Jehn and colleagues (1999), the aim of diversity research should be to link diversity to organisationally valued outcomes. Following a review of diversity effects, we classified the outcomes as affective, cognitive or behavioural (Milliken and Martins, 1996) .
doi:10.1108/13527600710718804 fatcat:m5nqfa73wfdqrnsahnha7jc2ie