International Journal of Cross Cultural Management
The International Journal of Cross Cultural Management (IJCCM) provides a specialized academic medium and main reference for the encouragement and dissemination of research on cross cultural aspects of management, work, and organization. This includes both original qualitative and quantitative empirical work as well as theoretical and conceptual work which adds to the understanding of management across cultures. The Journal also promotes an understanding of the role of culture which is able to guide both theory and practice.
"Cross-cultural management, as a subject of inquiry, brings to the fore a number of methodological concerns that are normally not present in mono-cultural research. These concerns are well-illustrated in many of the papers published in IJCCM. The explicit discussion of such issues as equivalence, sampling, and data collection makes a substantial contribution to our understanding and improvement of international management practice." Udo Staber, Stuttgart Institute of Management and Technology, Germany
"IJCCM started off with quite an ambitious mandate to fill a much needed niche in management research. IJCCM sought to encourage multiplicity in methodologies and perspectives, indigenous research, a wider geographic spread of contributors and issues all the while maintaining the highest standards of academic excellence. In the eight short years since its founding it has clearly met this mandate. In looking at the most recent issue I found articles by many of the leaders of the field from diverse backgrounds and names that are new to me, all writing on topics that are of great importance to cross cultural management. How often is it that you wish you had the time to read virtually every article in an issue? That is what I felt when I received this last issue. I applaud Jackson and Aycan for their thoughtful leadership that has put IJCCM at the forefront for those interested in research on cross cultural management. It has become a "must read" journal for thus of us in the field" Nakiye Boyacigiller, Sabanci University, Turkey
All issues of the IJCCM are available to browse online
The International Journal of Cross Cultural Management is an international peer reviewed journal that publishes the highest quality original research in cross cultural aspects of management, work and organization.
The International Journal of Cross Cultural Management (IJCCM) aims to provide a specialized academic medium and main reference for the encouragement and dissemination of research on cross cultural aspects of management, work and organization. This includes both original qualitative and quantitative empirical work as well as theoretical and conceptual work which significantly add to a critical understanding of management across cultures, from different paradigms and cultural perspectives. In particular it aims to be the first choice for scholarship that develops critical advances in knowledge, which challenges orthodoxy in international and cross-cultural research, which critically reviews current knowledge taking it to the next level, which presents new and exciting approaches, alternative paradigms, alternative cultural perspectives, and challenges the hegemony of Western management knowledge. As such, we aim to be the leading reference in critical, international and cross-cultural management and organizational scholarship, providing a rigorous yet developmental review process and timely publication.
The main emphasis is on intercultural and transcultural studies. Intracultural analysis is invited where this contributes to an understanding of the issues, problems and practice of managing, working and organizing across cultures. Of particular relevance is the application of cross cultural psychology, socio-cultural anthropology, sociology, cross cultural communication and related disciplines to cross cultural management issues and practice. Cross disciplinary approaches are also encouraged that address the international and cross cultural areas of organizational behaviour, organizational theory, human resource management, and management (with an emphasis on people in organizations). This does not exclude contributions from specialists working in other fields such as marketing, where there is a direct critical contribution to the understanding of the issues, problems and practices of managing, working and organizing across cultures. Therefore, an area such as cross cultural consumer behaviour is not likely to be considered, but intercultural negotiation will be.
All contributions are expected to contribute significantly to knowledge, either by offering critical reviews of existing knowledge, challenging accepted paradigms, or presenting different cultural perspectives. This might include work that helps to define the area, critically evaluates previous theory, and advocates new developments in theory and methods. Empirical work which does not just provide simple comparison across cultures is encouraged, as long as it attempts to present new and exciting departures to existing knowledge.
Articles are welcome from any academic or management discipline and from a broad spectrum of theoretical paradigms and methodologies. We certainly do not want to restrict this to the accepted 'western' or 'universal' paradigms, and culturally diverse approaches are encouraged, as are contributions from international and multicultural teams which draw on diverse and pluricultural approaches. Articles generally should address the questions 'How does this work (a) contribute to the advancement of scientific knowledge on the role of culture in management theory and practice, and ultimately (b) help managers better manage people, organizations and change across cultures?'
Indigenous or endogenous management research is particularly encouraged and actively sought. We are concerned that contributions that do not take 'western' or 'westernized' approaches may be overlooked in other international journals. We encourage these contributions as long as their internal logic and external validity is sufficiently established. Single-culture work is acceptable provided it informs and advances knowledge in cross cultural management and this contribution is clearly stated. The ultimate utility to cross cultural management practice should be transparent.
We also encourage substantial critical comments on previously published work, and perspectives that challenge key issues in the subject area. We would also like to receive substantial reviews of conferences and other activities of academic and professional associations around the world devoted to cross cultural work as well as more traditional book review articles critically evaluating a number of publications. These must make a contribution to the study and understanding of cross cultural management, and will be subject to a review process.
'The Journal of Cross Cultural Management stands out as the leading journal for disseminating cross- cultural management knowledge, techniques, trends, and issues. During the past eight years, the journal has served as an important forum for scientific research and innovations in this area. The journal continues to benefit management scholars and practitioners in the international arena like no other journal' Rabindra N Kanungo, McGIll University, Canada.
| Terence Jackson | Middlesex University London, UK |
| Pawan Budhwar | Aston University Business School, UK |
| Tony Fang | Stockholm University, Sweden |
| Ronald Fischer | Victoria University of Wellington, New Zealand |
| Shuming Zhao | Nanjing University, China |
| James Baba Abugre | University of Ghana, Ghana |
| Faiza Ali | Lahore University of Management Sciences (LUMS), Pakistan (Diversity, Equity and Inclusion Lead) |
| Dan Caprar | University of Sydney Business School, Australia |
| Pingping Fu | Nottingham University Business School China, China |
| Jasmin Mahadevan | Pforzheim University, Germany |
| Claude-Helene Mayer | University of Johannesburg, South Africa |
| Ajnesh Prasad | EGADE Business School, Tecnológico de Monterrey, Mexico |
| Henriett Primecz | Covinus University of Budapest, Hungary (Europe) |
| Vasyl Taras | University of North Carolina, USA |
| Zeynep Aycan | Koc University, Turkey |
| Frederik Claeyé | ICHEC Brussels Management School, Belgium |
| Nancy J Adler | McGill University, Montreal, Canada |
| Ilan Alon | University of Agder, Norway |
| Francis Annor | University of Cape Coast, Ghana |
| Kevin Au | Chinese University of Hong Kong, China |
| Roya Ayman | Illinois Institute of Technology, USA |
| Greg J Bamber | Professor, International Consortium for Research in Employment & Work, Faculty of Business and Economics, Monash University, Australia |
| Christoph Barmeyer | Universität Passau, Germany |
| Cordula Barzantny | Toulouse Business School, France |
| Rabi S Bhagat | University of Memphis, USA |
| Dharm P S Bhawuk | University of Hawaii at Manoa, USA |
| Allan Bird | University of Missouri, USA |
| Michael H. Bond | Hong Kong Polytechnic University, China |
| Nakiye Boyacigiller | Sabanci University, Turkey |
| Mary Yoko Brannen | INSEAD, France |
| Stewart R Clegg | The University of Sydney |
| Fang Lee Cooke | Monash University, Australia |
| Philippe d'Iribarne | Gestion & Société, Paris, France |
| Herbert J Davis | George Washington University, Washington, D.C., USA |
| Efrat Elron | Tel Hai College, Israel |
| Michele J Gelfand | University of Maryland, USA |
| Julia Gluesing | Wayne State University, USA |
| Anne-Wil K Harzing | Middlesex University London, UK |
| Mary Jo Hatch | University of Virginia, USA |
| Dirk Holtbrügge | University of Erlangen-Nürnberg, Germany |
| Professor Frank Horwitz | Cranfield University, UK |
| C. Harry Hui | University of Hong Kong, China |
| Serap Keles | Bahcesehit University, Turkey |
| Moses Kiggundu | Carleton University, Canada |
| Catherine T Kwantes | University of Windsor, Canada |
| Mila B. Lazarova | Simon Fraser University, Canada |
| Martha L Maznevski | IMD, Switzerland |
| Mark E. Mendenhall | University of Tennessee, USA |
| Sanjay T. Menon | Louisiana State University, USA |
| Michael Minkov | International University College, Bulgaria |
| Michael Morley | University of Limerick, Ireland |
| Niels G. Noorderhaven | Tilburg University, Netherlands |
| Joyce Osland | San Jose State University, USA |
| Franca Ovadje | Lagos Business School, Nigera |
| K. Praveen Parboteeah | University of Wisconsin-Whitewater, USA |
| Rebecca Piekkari | Aalto University, Finland |
| Steven A Y Poelmans | IESE Business School, Spain |
| Markus Pudelko | University of Tübingen, Germany |
| Betty Jane Punnett | University of the West Indies, Barbados |
| B.Sebastian Reiche | IESE Business School, Spain |
| Hong Ren | University of Wisconsin-Milwaukee, USA |
| Laurence Romani | Stockholm School of Economics, Sweden |
| Lilach Sagiv | Hebrew University of Jerusalem, Israel |
| Susan C Schneider | HEC University of Geneva, Switzerland |
| Shalom H. Schwartz | Hebrew University of Jerusalem, Israel |
| Jan Selmer | Aarhus School of Business, Denmark |
| Oded Shenkar | Ohio State University, USA |
| Jai B. P. Sinha | ASSERT Institute of Management Studies, Patna, Bihar, India |
| Peter B. Smith | University of Sussex, UK (Emeritus) |
| Mikael Sondergaard | University of Aarhus, Denmark |
| Paul Sparrow | University of Lancaster, UK |
| Madelynn Stackhouse | University of North Carolina at Greensboro, USA |
| Shlomo Y. Tarba | University of Birmingham, UK |
| Monir Tayeb | Heriot-Watt University, UK |
| Monir Tayeb | Heriot-Watt University, Edinburgh, UK |
| Satu Teerikangas | Helsinki University of Technology, Finland |
| David A. Thomas | Simon Fraser University, Canada |
| Susanne Tietze | Sheffield Business School, UK |
| Rosalie L Tung | Simon Fraser University, Canada |
| Jean-Claude Usunier | University of Lausanne, Switzerland |
| Ilan Vertinsky | University of British Columbia, Canada |
| Arzu S Wasti | Sabanci University, Turkey |
| Susumu Yamaguchi | The University of Tokyo, Japan |
| Lena Zander | Uppsala University, Sweden |
Manuscript submission guidelines can be accessed on Sage Journals.