Changing IB scholarship via rhetoric or bloody knuckles? A case study in the boundary conditions for persuasion
Tóm tắt
Papers challenging institutionalized fields to change are rare, and those not extinguished by neglect are rarer. Shenkar understands his target audience. Those in that target community of IB scholars studying cultural distance's (CD) associations with foreign direct investment (FDI) might read this paper as relatively radical. Culture scholars sometimes interpret the discussion of cultural friction (CF) as competing with, even slighting by omission, their corpus of work on contact and interaction. Both readings are false, and forced comparison with two later papers reveals retrospective bias at work. It further reveals CF as a metaphor, not theory; it is not a research agenda “assigned to the field”, even if it becomes a personal project for the author. Rhetorical theory is the basis to compare the reasoning of appeals and emotion. The discussion considers whether academic change agents might consider more use of emotion. Bringing Shenkar into focus enriches our appreciation for its impressive craftsmanship as well as its scholarship. I discuss implications for “impact” as a concept currently stuck with looking for citation over substance, and offer suggestions for reviewers and editors to lower the barriers for impact.
Tài liệu tham khảo
Aldrich, H. 2000. Organizations evolving. London: Sage.
Birkinshaw, J., Brannen, M. Y., & Tung, R. L. 2011. From a distance and generalizable to up close and grounded: Reclaiming a place for qualitative methods in international business research. Journal of International Business Studies, 42 (5): 573–581.
Boyacigiller, N. A., Kleinberg, J., Phillips, M. E., & Sackmann, S. A. 1996. Conceptualizing culture. In B.J. Punnett & O. Shenkar (Eds), Handbook for international management research: 157–208. Cambridge, MA: Blackwell.
Brannen, M. Y., & Salk, J. E. 2000. Partnering across borders: Negotiating organizational culture in a German-Japanese joint venture. Human Relations, 53 (4): 451–487.
Brock, D. M., Shenkar, O., Shoham, A., & Siscovick, I. 2008. National culture and expatriate deployment. Journal of International Business Studies, 39 (3): 1293–1309.
Cantwell, J., & Brannen, M. Y. 2011. Positioning JIBS as an interdisciplinary journal. Journal of International Business Studies, 42 (1): 1–9.
Drogendijk, R., & Zander, L. 2010. Walking the cultural distance: In search of direction beyond cultural friction. Advances in International Management, 23: 189–212.
Greene Jr, S. E. 2004. A rhetorical theory of diffusion. Academy of Management Review, 29 (4): 653–669.
Harzing, A. W. 2004. The role of culture in entry-mode studies: From neglect to myopia? Advances in International Management, 15: 75–127.
Hofstede, G. 1980. Culture's consequences: International differences in work related values. Beverly Hills, CA: Sage.
Kogut, B., & Singh, H. 1988. The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19 (3): 411–432.
Lee, S. H., Shenkar, O., & Li, J. T. 2008. Cultural distance, investment flow, and control in cross-border cooperation. Strategic Management Journal, 29 (10): 1117–1125.
Locke, K., & Golden-Biddle, K. 1997. Constructing opportunities for contribution: Structuring intertextual coherence and “problematizing” in organizational studies. Academy of Management Journal, 40 (5): 1023–1062.
Luo, Y., & Shenkar, O. 2011. Toward a perspective of cultural friction in international business. Journal of International Management, 17 (1): 1–14.
Lyles, M., & Salk, J. E. 1996. Knowledge acquisition from foreign parents in international joint ventures: An empirical examination in the Hungarian context. Journal of International Business Studies, 27 (2): 877–903.
Martin, J. 1992. Cultures in organizations. New York: Oxford University Press.
Martin, J. 2002. Organization culture: Mapping the terrains. Beverly Hills, CA: Sage.
Peng, M. W. 2004. Identifying the big question in international business research. Journal of International Business Studies, 35 (1): 99–108.
Salk, J. E., & Brannen, M. Y. 2000. National culture, networks and individual influence in a multinational management team. Academy of Management Journal, 43 (2): 191–202.
Salk, J. E., & Lyles, M. A. 2007. Gratitude, nostalgia and what now? Knowledge acquisition and learning a decade later. Journal of International Business Studies, 38 (1): 19–26.
Salk, J. E., & Shenkar, O. 2001. Social identities in an international joint venture: An exploratory case study. Organization Science, 12 (2): 161–178.
Schein, E. H. 1988. Process consultation. Reading, MA: Addison-Wesley.
Selmer, J., Chiu, R. K., & Shenkar, O. 2007. Cultural distance asymmetry in expatriate adjustment. Cross Cultural Management, 14 (2): 150–160.
Shenkar, O. 2001. Cultural distance revisited: Towards a more rigorous conceptualization and measurement of cultural differences. Journal of International Business Studies, 32 (3): 519–535.
Shenkar, O. 2004. One more time: International business in a global economy. Journal of International Business Studies, 35 (2): 161–171.
Shenkar, O., Luo, Y., & Yeheskel, O. 2008. From “distance” to “friction”: Substituting metaphors and redirecting intercultural research. Academy of Management Review, 33 (4): 905–923.
Sullivan, D. 1998a. Cognitive tendencies in international business research: Implications of a ‘narrow vision’. Journal of International Business Studies, 29 (4): 837–862.
Sullivan, D. 1998b. The structure and sociology of the ontology of international business: A comment on ‘International Business: An Emerging Vision’. Journal of International Business Studies, 29 (4): 877–886.
Sullivan, D., Nerur, S. P., & Balijepally, V. 2011. Source or storer? IB's performance in a knowledge network. Journal of International Business Studies, 42 (3): 446–457.
Tsing, A. L. 2005. Friction: An ethnography of global connection. Princeton, NJ: Princeton University Press.
Van Maanen, J. 1988. Tales from the field: On writing ethnography. Chicago: University of Chicago Press.
Weber, M. 1947. The theory of social and economic organization. New York: Oxford University Press.
Williamson, O. E. 1975. Markets and hierarchies: Analysis and antitrust implications. New York: Free Press.