Objective and Scope





To provide a specialised 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. In particular, contributions are encouraged which examine the ways in which culture influences management theory and practice, rather than purely cross-cultural comparative studies for their own sake. The Journal’s scholarly endeavour is to promote an understanding of the role of culture which is able to guide both theory and practice. In addition IJCCM has the aim of encouraging:


bulletDiversity: recognizing that concepts of research and scholarship are themselves products of culture;
bulletA fast-track to publication (a target of a maximum six months to acceptance): referees will be asked to judge papers on their own merits in contributing to knowledge in this area, and not unnecessarily to impose their own preferences in proposing re-writes of articles;
bulletAcademic excellence: in particular, referees will be asked to judge articles in terms of their contributions to knowledge, and their advancing this area of research and scholarship. Articles will be blind refereed by at least two referees.


In particular, we make efforts to obtain culturally diverse contributions. This includes contributions from emerging and transitional regions in addition to ‘developed’ countries, and to help in developing contributions to an international level of scholarship. This will enable IJCCM to develop and ensure contributions of high quality over the longer term. We aim to accomplish this through:


bulletA proactive and diverse editorial board comprising both internationally recognized scholars and those not so well known yet active in this field, with some emphasis on non-western scholars and those from emerging countries, and working within a range of conceptual and methodological paradigms;
bulletLinks with the International Organizational Network (ION) and the International Society for the Study of Work and Organizational Values (ISSWOV) as well as the Centre for Cross Cultural Management.




The main emphasis is on inter-cultural and trans-cultural studies. Intra-cultural analysis is invited where this contributes to an understanding of the issues, problems and practice of managing, working and organising 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. A cross-disciplinary approach is also encouraged. Contributions are expected principally from those engaged in 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 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 inter-cultural negotiation will be.


Articles will be published in the following areas:

bulletMethodology and conceptual issues: issues, problems and methods of cross-cultural research in management, organisation and work. Contributions to methodological and paradigmatic debates are particularly encouraged.
bulletOrganizational structures and processes in various cultural contexts.
bulletCultural differences in the management of people and change: including areas such as motivation, leadership, decision making, competencies, selection, performance management, compensation and training.
bulletCultural values and their impact on management, organisation and work.
bulletEthics in international business and the influence of culture.
bulletCross-cultural communication and negotiation.
bulletAcculturation issues: for example, in mergers and acquisitions, and expatriation.
bulletManaging cultural diversity in the workplace.
bulletCross-cultural management learning, development and training.
bulletOrganizational development in the international context.
bulletNational comparative and ethnographic studies where the main focus is culture and its implications for management, work and organisation.
bulletOther areas in line with editorial policy which are not covered by the above: for example, women in management across cultures; the interface between societal-level and organizational-level cultures




The intended readership of the Journal is predominantly the increasing numbers of academics working in the area of management, organizational behaviour, occupational/organizational psychology, organizational anthropology with an international/cross-cultural orientation, within the business schools and university departments throughout Europe, the USA and other parts of the world, which are increasingly taking an international perspective.

As this area becomes increasingly important, we expect IJCCM to be well positioned to become the ‘mainstream’ representing the future of the study of management and organization within their international and culturally diverse environments.

IJCCM is expected to become the main reference source for academics and researchers, advanced undergraduates and masters students on the growing number of programmes and courses in international management.

 IJCCM strives for academic excellence, yet to be fully accessible to other than academic readers such as policy makers and their advisors, consultants and managers who need an in depth understanding and knowledge of cross-cultural management issues.


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