When the “well-oiled machine” meets the “pyramid of people”: Role perceptions and hybrid working practices of middle managers in a bi-national organization - ARTE
This article examines the middle management representations of organization and managerial roles within a specific bicultural organizational context. The argument explores the extant cross-cultural management literature and identifies two predominant positions: a functionalist-stable stance and a dynamically-interpretive perspective of culture. Historically, both positions have contributed to understanding management roles and behaviours in different cross-cultural contexts; however, each also possesses limitations. In response, the argument elaborates a multi-paradigmatic model and framework which synergise elements of the respective approaches. An interpretive methodology using a distinctive qualitative case study of the Franco-German collaborative media venture ARTE is developed. The researchers conducted 31 interviews with French and German ARTE middle managers in order to determine their perceptions of middle-manager roles in this context. The paper identified differences in managerial role perceptions and behaviours as well as hybrid working practices as a result of intercultural adaptation and learning in addition to implications, limitations and future directions in the study.
The file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.
Citation : Barmeyer, C., Davoine, E. and Stokes, P. (2019) When the “well-oiled machine” meets the “pyramid of people”: Role perceptions and hybrid working practices of middle managers in a bi-national organization – ARTE, International Journal of Cross-Cultural Management. (Online).
ISSN : 1470-5958
Research Institute : Centre for Enterprise and Innovation (CEI)
Peer Reviewed : Yes