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  • 1.
    Lücke, Gundula
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    From Start to Pitch – publish online to engage, share and co-create in opportunity development2020Conference paper (Refereed)
  • 2.
    Lücke, Gundula
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Multicultural Leadership: Keeping multiplicity alive and well2020In: Research Handbook of Global Leadership: Making a difference / [ed] Lena Zander, Cheltenham: Edward Elgar Publishing, 2020Chapter in book (Refereed)
    Abstract [en]

    In this chapter, I explore the ever-present nature and importance of cultural multiplicity and its implications for global leaders. Multiplicity is understood as pluralism and continued co-existence of meanings, cognitions or other capabilities stemming from a heterogeneous composition of the workforce, based on a view of culture as inherently interpretive and culture-cognitive. It is characterized by the parallelism, complexity, ambiguity and mutability of different cultural perspectives. Specifically global leaders should consciously engage, leverage and mobilize cultural multiplicity. I argue that this involves integrative and generative leadership processes that shape interactive team dynamics between individuals and groups at the intersections of different cultures. Integrative leadership involves incorporating, sharing and even unifying processes in order to face multicultural challenges and breaks of communication and coordination. Generative leadership refers to emergent team processes of utilizing variations in cultural meanings to spot problem areas, find new solutions, engage in exploration and exploitation of novel opportunities and adapt flexibly to changing environments. This advances a more differentiated thinking about cultural multiplicity and its implications for leadership and shifts particular attention to emergent, innovative potential of multicultural teams in addition to addressing demanding challenges of such teams such as communication and coordination.

  • 3.
    Lücke, Gundula
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Basu, Eve
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Zander, Ivo
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Blessing or blight: New venture units and the survival of internal new ventures2019In: Academy of Management. Annual Meeting Proceedings, ISSN 2151-6561, E-ISSN 2151-6561, Vol. 19Article in journal (Refereed)
  • 4.
    Lücke, Gundula
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Chetty, Sylvie
    Imagination and internationalization2019Conference paper (Refereed)
  • 5.
    Lücke, Gundula
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Engstrand, Åsa-Karin
    Linköpings universitet.
    Zander, Lena
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Desilencing Complexities: Addressing Categorization in Cross-cultural Management with Intersectionality and Relationality2018In: International Studies of Management and Organization, ISSN 0020-8825, E-ISSN 1558-0911, Vol. 48, no 3, p. 294-313Article in journal (Refereed)
    Abstract [en]

    A central focus of cross-cultural management research is how individuals and organizations differ across national cultures and how that fundamentally shapes their thoughts and actions and serves as a unit of identification. In this article, we critically reconsider the essential categorical nature of culture, problematizing categorization and questioning national culture as the primary basis of differentiation. We draw on intersectionality, an approach that helps understand how multiple categories are experienced by the individual, and on relationality, an approach that conceptualizes people, organizations, and their actions within dynamic patterns of relations and cultural meanings. Both approaches challenge the primacy, unity, and separateness of any given category, the a priori determination of categories (and associated boundaries) in research, and the nature and stability of boundaries. Based on this we advance notions of boundary work and boundary shifting that help explore how today’s sociocultural groups and categories, and the boundaries that separate them, emerge and change. We conclude that, while the extant cross-cultural literature has come far in identifying differences, relationality and intersectionality can enable cross-cultural scholars to engage in research practice that better reflects the complexities of sociocultural life. We contribute to theory by suggesting why and how these two approaches can be used to explore complex cross-cultural management phenomena.

  • 6.
    Lücke, Gundula
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Kostova, Tatiana
    University of South Carolina.
    Roth, Kendall
    University of South Carolina.
    Multiculturalism from a cognitive perspective: Patterns and implications2014In: Journal of International Business Studies, ISSN 0047-2506, E-ISSN 1478-6990, Vol. 45, p. 169-190Article in journal (Refereed)
    Abstract [en]

    Multiculturalism, the internal representation of multiple cultural meaning systems, has critical implications for global managers and multinational corporations (MNCs). Understanding multiculturalism is becoming increasingly important, given that the locations within which MNC activity resides, and the composition of the workforce even within a given location, are more diverse. Building on the connectionism perspective, we offer a novel cognitive conceptualization of multiculturalism that incorporates the individual’s multicultural cognitive content and structure. Based on that, we explain how specific sociocultural experiences interact with existing individual cognitions to form different patterns of multiculturalism. Specifically, we propose five stylized patterns – compartmentalization, integration, inclusion, convergence, and generalization – and explain how they are developed through specific sociocultural experiences. We discuss how different patterns of multiculturalism influence specific capabilities of multicultural MNC managers and their effectiveness in a variety of critical MNC tasks. We believe the cognitive connectionist perspective, which has not been brought before into international business discussions of culture and cultural capabilities, holds great promise for better understanding global managers’ capabilities and development.

  • 7.
    Mäkelä, Kristiina
    et al.
    Aalto University.
    Lauring, Jacob
    Aarhus University.
    Butler, Christina L.
    Kingston Business School.
    Lee, Hyun-Jung
    IESE Business School.
    Lücke, Gundula
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Pahlberg, Cecilia
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Stahl, Günter
    Vienna University of Economics and Business .
    Meeting the Challenges of Globalization in Order to Make a Difference: Implications for teams and team leadership2020In: Research Handbook of Global Leadership: Making a difference / [ed] Lena Zander, Cheltenham: Edward Elgar Publishing, 2020Chapter in book (Refereed)
1 - 7 of 7
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