Cross-Cultural Performance Management

The book's foundations informing its content are anchored to evidence-based primary data, which was collected in the Thailand context utilising interview and case study techniques. The data has been internationally scrutinized by our peers to validate its truthfulness and integrity. In this way, our book sheds reliable and valid new understandings on the complex relationship between performance management and the effects of culture. Dr Mahmoud Moussa is a lecturer/tutor and researcher at the College of Business and Law, School of Management at RMIT University and Holmes Institute, Melbourne, Australia. Dr Thomas M Doumani, leadership/cross-cultural management industry practitioner, 40-year career, plus latterly, researcher/lecturer/tutor at RMIT University 10-year career. Professor McMurray is Professor of Management/HRM and Innovation at Flinders University, South Australia. She is an international award-winning professor with over360 publications and recipient of major grants.

Dr Muenjohn is a researcher and educator at RMIT University, Australia. His research has been achieved through various research collaborations in the Asia-Pacific region.

Dr Ling Deng's research focuses on cross-cultural management, international business and migrant entrepreneurship. She was also a practitioner of cross-cultural management for years.

Auteur

Dr Mahmoud Moussa is a lecturer/tutor and researcher at the College of Business and Law, School of Management at RMIT University and Holmes Institute, Melbourne, Australia. He has been teaching Business and Management courses for the undergraduate and postgraduate students in Thailand and Australia for the last 15 years.

Dr Thomas M Doumani, a lecturer/tutor in the School of Management, RMIT University Melbourne. A fifty (plus) year career. Forty years industry experience working in, and leading culturally diverse teams, including expatriate postings. Then, the past ten years researching and teaching in the fields of cross-cultural management and leadership.

Professor McMurray is Professor of Management/HRM and Innovation at Flinders University, South Australia. She is an international award-winning professor with over 360 publications, recipient of major grants and journal associate editor. Adela's research expertise addresses: Innovation, Culture, Sustainability, and Leadership including Organisational Change and Development in public and private sectors.

Dr Muenjohn is a researcher and educator at RMIT University, Australia. His research has been achieved through various research collaborations in the Asia-Pacific region. Nuttawuth has published extensively over 100 refereed publications. Recently, he co-edited The Palgrave Handbook of Leadership in Transforming Asia and The Palgrave Handbook of Workplace Innovation.

Dr Ling is a researcher and lecturer at RMIT University, Australia. Her research focuses on cross-cultural management, cultural intelligence, international business and migrant entrepreneurship. Prior to her academic life, she was a practitioner of cross-cultural management for years.

Contenu

Theme 1: Global Perspectives and Issues

Chapter 1 - Performance Management Transcending Across Cultures: The Impact of Covid-19

Chapter 2 - The Dark Side of Performance Management Systems

Chapter 3 - Western culture meets Eastern culture: The Thailand Context

Theme 2: Cultural Effects on Performance Management Efficacy in Cross-cultural Organisations

Chapter 4 - Cultural Values Adjustment and Cultural Efficacy Blindness Chapter 5 - The Constraint of Organisational Culture and Performance Management Process Chapter 6 - Culture and Performance Management Motivation: Extrinsic and Intrinsic Notions Chapter 7 - The Influence of Culture-Communication and Communication-Relationship

Theme 3: The Cultural Effect in the Educational Sector Across Boundaries

Chapter 8 - A Critical View of Collectivist Cultures: Could Quasi-Governmental Organisations

in ASEAN Improve the AEC Scheme?

Chapter 9 - The Possibility of Transforming Education in Thailand with e-Portfolios during the

Industry 4.0 Revolution

Theme 4: New Trends in Performance Management Across Boundaries in Post Covid-19 Chapter 10 - Job Dissatisfaction and Employee Turnover in Thailand during Covid-19 Chapter 11 - Shifting Frameworks in a University in the ASEAN Economic Community: Challenges and Recommendations in Post-Covid-19

Chapter 12 - Thai Automotive Organisations: Cross-cultural Competency Challenges in Post Covid-19

Chapter 13 - Book Highlights

Chapter Abstracts:

Chapter 1 - Performance Management Transcending Across Cultures: The Impact of Covid-19 This chapter provides an overview of performance management transcending across cultures and the impact of Covid-19. As an extension of business management control systems, there is a tendency to seek efficacy of PM systems through to controls on uniformity, delivery and efficiencies of practice, which leaves a significant proportion of practitioners (managers and subordinates) dissatisfied with performance management (PM) systems as 'something done to people'.

4

Chapter 2 - The Dark Side of Performance Management System: Performance is a Western Practice

This chapter reviews the construct of culture, with reference to the concept within the international cross-cultural management field of research. It examines the differing cultural perspectives of efficacy and how these affect the design of performance management (PM) systems and practice. It is generally accepted that performance management is a Western practice, particularly with a heavy influence of American management theories and practices. As a consequence, through globalisation and the proliferation of multinational organisations, Western modelled PM design has increasingly been transplanted across culture borders, without much consideration to cultural context or circumstance. It shows that PM design is rooted in the Western orientation of efficacy, which is one that places the individual at the centre creating a vision of the future, devising rationalistic plans to assert forceful action and control over the situation, to make that vision become a reality. This is opposed to the Eastern philosophy in which the teaching is to be non­assertive by relying on the inherent power and the propensity of a situation, to work within its flow and transform it allowing the result to come about.

Chapter 3 - Western Culture meets Eastern Culture: The Thailand Context

This chapter provides an overview of the Thai culture and PM in Thailand. For example, Buddhist philosophy (which underpins Thai values) also teaches non-assertive action, and that the propensity of the situation is influenced by karma of past, present and future (at the societal and individual levels) of those affected by the situation. Buddhism proffers that efficacy stems from allowing the situation to unfold naturally, and that one's engagement with the situation should abide by the Noble Eightfold Path that creates good karma and leads to the cessation of suffering. It shows that while there are many values universal to Thai and Western societies, there remains differing degrees of emphasis, priorities and confluence of values adopted by the cultures, which may result in differing behavioural patterns. Therefore, it is important for expatriates exercising PM in Thailand, to have an appreciation of Thai cultural values, if they are going to work effectively with Thais. Without such, they will be less effectual in understanding how to communicate with their Thai counterparts, or to understand how Thais will interpret their behaviours, that the expatriate might think is perfectly normal, but which may appear to Thais as nonsensical or offensive.

Chapter 4 - Cultural Values Adjustment and Cultural Efficacy Blindness The issues of cultural adjustment tend to be a signif…