rio application - the modem ict tool for management
TRANSCRIPT
KATARZYNA CZAINSKA 17
RIO Application - the modem ICT tool formanagement diagnosis of intercultural organizations
KATARZYNA CZAINSKA, PH.D.
Poznan University College of Business
Department of Economics and Management.POLAND
Abstract: The author has the presented theoretical and practical background of the RIOApplication. The application has been created as a continuation of the research projectIntercultural Aspect of Business Ethics conducted in the years 2007/2012, at Poznan UniversityCollege of Business, under the direction of Dr. Katarzyna Czainska. The RIO Applicationallows management consultants to specify the value of the so-called RIO ratio (RIO - Ratio ofInterculturalism of Organization), the estimated ability of organization to manage interculturalhuman resources. The diagnosis consists of eight thematic modules: module A- The nationalitystructure of human resources, B - Recruitment, C - Occupational Adaptation, D - Training andIntegration, E - Internal Communications, F - External Communication, G - Organization ofwork, H - Ethics. The study using RIO Application is made on the basis of data collected throughquestionnaires completed by representatives of the company.
Key Words: organizational culture, internationalization, RIO application, multiculturalteam, multicultural training
I. THEORETICAL BACKGROUND
The subject of organizational culture and its rel-evance to business management occupies an importantplace in the literature. Supporters and opponents ofthe issue unanimously state that any organization,including a business one, has developed a culture.The question concerns whether or not organizationalculture can be a management tool and one that you eanconsciously shape. Most of the authors who have pub-lished work on the above issues point to the recognitionof culture as a phenomenon subject to processes of cre-ation, implementation, modification and control, andmaintain that thus it is a phenomenon that can claimto be a management tool. Suitable examples conurm-ing the above thesis can be seen in business practice,especially in the international and global eompanies
from various industries. The flagship models used tosupport the importance of organizational culture arecompanies such as McDonald's, KFC, hotel chains (eg,Radisson, Holiday Inn, Sheraton, etc.), banks (ING,Citi Bank, etc.) and many others.
It can, however, be noted that of the three mainfeatures that define organizational culture (integration,perceptual and adaptive), thus far perceptual functionshave been the subject of most of the focus. Processstandardization, uniform visualization of brands, dresscode and buildings (i.e. offices, classrooms, customerservice, etc.) was used purely for marketing purposes,namely to facilitate the identification of the customer.In other words, the client, travelling around the world,had no problem to find a company with which he wasassociated, or to which he was accustomed to. No mat-
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ter which country it was located in, corporate cultureassured him familiar food, an adequate standard ofhotel room, recognized banking procedures and otherfeatures, depending on the aim before undertaking suchactivities.
Nowadays, creating the role of intercultural workteams and rank organizational culture, the integrationfunction has been completely redefined. Therefore, it isimportant to identify the mechanisms of eulture. Thus,in the following sections of this paper, an overviewof the basic eoneepts and terms related to eulture as asocial phenomenon, and as an organizational one, werepresented. Its assumptions form the basis for furtherreflection on the culture of multinational organizations.
I . I: Previous research
All definitions of culture include a eommon de-nominator, which is 'the man'. Because culture iscreated by and for humans, it shall be considered as asocial phenomenon. Although some believe that theterm is highly commercialized and contains shortness',it is hard to deny that it still plays an important rolein many aspects of life. A. Ktoskowska\ analyzingthe concept of culture, quoted C. Kluckhohn defini-tion, aecording to which culture is always a pictureof people's attitudes towards nature, other people andthemselves. In the history of mankind, this phenom-enon has changed and therefore the importance ofthefunction in society has also changed. Within this scope,certain tangible and intangible elements will alwaysbe included. Individual authors, however, give them adifferent profile and different interpretations that existbetween these elements and the coupling relationship.
Culture as a tool for ordering reality was explainedby Z. Bauman\ This author believed that the differ-enee between nature and culture was that culture canbe controlled, and above all, it could be consciouslycreated. The culture ofthe particular community main-tains law and order, a speeific structure and hierarchy.The instrument that provides just sueh stabilization iscalled 'the code of culture', that means '''visualfactors,auditory, tactile, olfactory, such as different colouredlights, pieces of clothing, subtitles, oral statements,intonations, gestures, facial expressions, smells, etc. -which involve the behaviour of their social contexts " ".
' Compare to: J.L. Comaroff, J. Comaroff, Etnicznosc Sp. z o.c,Wydawnictwo UJ, Krakow 2011.^ A. Ktoskowska, Z historii i socjologii kultury, PWN, Warszawa1969, pp. 339-340,^ Z. Bauman, Socjologia, wyd. I, Wydawnictwo Zysk i S-ka, Po-znan 1996, s. 147-1664 ibidem, p. ! 56.
C. Jenks, describing the historical and philosophicalorigins of culture, gave four categories of concepts^:1) mental (general state of mind), 2) a specific andcollective (the state of intelleetual and/or moral ad-vancement of society), 3) deseriptive and specific(collective team work skills and intellectual society),4) social (overall band of human life). The author,in a very broad sense, is the culture of the operationprocesses of the eommunity. Under this approach heor she analyzes the eulture, determines the stage ofcivilization of the community (as the world sees asadventitious explains phenomena sueh as weather),and indieates how its members cope with everydayproblem solving and formulate higher thought (eg inthe area of religion).
One of the most popular explanatory metaphors,and at the same time one that orders the notion ofculture, is the iceberg metaphor developed by E.H.Sehein. He has identified three levels of culture,namely*:
• artefacts: visible and palpable structures and proeess-es, the observed behaviour (difficult to decipher), allof which can be identified by the senses (sight, hear-ing, smell, touch) for proper categorization dividedinto language (the language used to communicate tomembers ofthe group, but also the phrases they usein specific situations), material (eg, buildings, worksof art, books, clothes, food, etc.) and behavioural (eg,behaviour, rituals, ceremonies),
• espoused values - present beliefs and values, theideals, goals, values, aspirations, ideologies, ra-tionalizations (congruent or incongruent to thepreservation and artefacts),
• basic assumptions - basic and fundamental, un-conscious, taken for granted beliefs and values(determined behaviour, pereeptions, thoughts andfeelings).
This model is called the iceberg, because, accordingto its author, the artefacts are most noticeable, but whatreally shapes the behaviour and attitudes of a society,are assumptions that cannot be seen and understoodwithout knowledge of the deeper layers of the codeof culture. More importantly, in the society there maybe a discrepancy between the individual levels. Forexample, in the realm of artefacts (first level) and thedeelaration (second level) information society presents
' See: C. Jenks, Kultura, Firsth Edition, Wydawnictwo Zysk iS-ka, Poznan 1999, pp. 19-20.^ E.H. Sehein, Organizational Culture and Leadership, v. 2, TheJossey-Bass Business & Management Series, John Wiley andSons, 2010, (e-book), p.24.
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itself as tolerant and open to local companies, employ-ing representatives of different races and nationalities,but foreigners are never promoted, even though theyhave the appropriate knowledge and training, as wellas other workers are also invited to events organized bythe 'natives'. This situation is thus a typical exampleof disguised racism, whose base is located in the thirdlevel ofthe culture model of E.H. Schein.
Also interesting are the considerations of N. Good-man^, according to which the culture as a humaninvention also reduces and increases human freedom.Limits as imposed by the rules and principles, hencethe person eannot always do what he/she wants. Itpromotes freedom, because ofthe continuous releaseof man to discover certain elements of life, such aslanguage, how to perform routine activities, etc., as ithas already been established in culture.
Culture is not, however, infinitely stable and con-stant. J.C. Usunier** proposed the concept of culture asa process, not a specific state (a feature set) character-ized by individual or social group. He introduced theconcept of cultural dynamics. Within this issue he ex-amined how the basic cultural assumptions about time,space, the concept of self and others (e.g. as definedby G. Hofstede) affect interaction models that shapeattitudes and behaviour. According to J.C. Usunier,cultural assumptions are only certain statements relat-ing to reality, explaining its nature. They have threebasic dimensions: cognitive (cognitive: people thinkthat how it works), affective (affecting: people like itwhen it just works) and directive (prescriptive: peopledo it this way.). The resuh is a specific model of fixedbehaviours (learned, famous, safe, as duplicated forgenerations and fijlly accepted by the other membersofthe community). According to the theory of dynam-ics, however, such a model, although fixed, can evolvewhen it changes the environment ofthe individuals.
J. H. Turner represented a different approach toculture. He defined it as a system of symbols of dif-ferent rank and importance. Among all the arbitrarysigns that allow for people to express their perceptionofthe world, only those that agreed with the semanticcontent of a character and what he represented werereferred to as symbols. Among the major systems ofsymbols, he distinguished': language systems, technol-ogy, values, beliefs, norms and knowledge resources.
Many authors see the relationship between cultureand other aspects of human life. D. Landes'", referringto the concepts of M. Weber, admits that with regardto the economy, culture determines almost everything,and certainly the successes and failures of societies.M.E. Porter even states that based on many years ofexperience working in companies, it is considered anindisputable fact that culture has an impact on humanbehaviour and on the development of civilization.He even introduced the concept of economic culture,which is composed ofthe beliefs, attitudes and valuesthat are related to the economic activity of individuals,organizations or other institutions' '. He also mentionedthe positive aspects ofthe distribution and dissemina-tion of culture in the process of economic globaliza-tion. He said that the power efficiency drives businessresults and that a transnational culture focused onproductivity displaces national culture, particularly inthe areas resulting in losses and inefficiencies.
From a theoretical and practical point of view, eachorganization has a particular culture. The first and fun-damental mistake made by some scholars in the field ofmanagement science is to confuse the concept of cul-ture and the correct behaviour or pattern matching. It isrecognized, for example, that if in a given company isin chaos, vendors cheat, quality products at a very lowlevel, the company has no culture. From a sociologi-cal and anthropological point of view, it is obviouslywrong conclusion. The issue of organizational culturefound in management sciences and related sciencesboth the number of supporters and opponents. Amongthe accepting concept it can be listed:
• instrumental (enumerators), whose authors includeE. Jacques, R. Mead, T.G. Andrews, J. Kisiebiicki,S. Sudol, R. Mead and TG Andrews;
• interpretive, which include concepts of E. Schein,J. Kisielnicki, S. Sudoi, F. Znanieeki;
• integrated (holistic), including definitions created byE. Schein, L. Smircich, G. Hofstede, F. Bradley, M.Crozier and E. Friedberg, C. Sikorski, J. Lucewicz;
• psychological, also by E. Schein, and B. Bjerke,and continued by psychologists culture, includingP God;
' See: N. Goodman, W.siçp do socjologii, Firsth Edition, Wydaw-nietwo Zysk i S-ka, Poznan 2007, pp. 37-39.* J.C. Usunier, Marketing Across Cultures, Second Edition, Pren-tiee Hall, Harlow 2009, pp. 28-103.' J.H. Turner, Socjologia. Koncepcje i ich zastosowanie. FirstEdition, Wydawnictwo Zyski S-ka, Poznan 2006, pp. 42-49.
'" See: D. Landes, Kultura przesqdza prawie o wszystkim, [in:]Kultura ma znaczenie. Jak wartosci wpfywajq no rozwój spole-czenstw, ed. L.E. Harrison, S.P. Huntington, Firsth Edition, Wy-dawnictwo Zysk i S-ka, Poznan, 2003' ' See: M.E. Porter, Postawy, wartosci i przekonania a makroe-konomia dobrobytu. [in:] Kultura ma znaczenie. Jak wartosciwpfywajci na rozwój spoleczeñstw, red. L.E. Harrison, S.P. Hun-tington, Firsth Edition, Wydawnictwo Zysk i S-ka, Poznan 2003,p. 59.
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• symbolic, described by M. Kostera, J.A.F. Stonerand Ch. Wankel.
The concept of denial included statements by F.Wilson (reeognizing the organizational eulture as asophisticated tool for tightening controls, not in thesense of a sociological phenomenon), M. Alevsson(who made a list of negative metaphors of organiza-tional culture) and P. Krzyworzeka (calling into ques-tion the validity of a seientific approach to the studyof organizational eulture.
R. Mead and T.G. Andrews, the proponents of aninstrument approach, proposed that the organizationalculture should be regarded as one of the three phe-nomena'^, the created product, uniform set of rules ora eonstant proeess of negotiation. The created productis a culture resulting from the structure, systems andregulations developed and enforeed by management. Auniform set of rules is created in the mental sphere andhabits of members who carry out the tasks and act in acertain, learned and aecepted as appropriate. Cultureean also be considered as a constant process of nego-tiation, the results from the negotiations (consciousor unconscious) between employees and supervisors,but never is it something unilaterally imposed by theorganization. R. Mead and T.G. Andrews, in a verysimplified way, presented a concept which receivedtwo dimensions of analysis (level of power consolida-tion and analysis system), and on this basis they builta matrix of basic t5^es of organizational eulture. Theauthors detailed the following options'^:
a. positive - strong culture;
b. positive — weak eulture;
c. negative - strong culture;
d. negative - weak eulture.
The relationships between workers among them-selves, and between employees and supervisors arebuilt on the categories of strength or weakness on thelevel of consolidation of trained behaviours, values,artefacts, and assessments of the positive and nega-tive. This is especially so with respect to managementcategories. Positive culture relates to a situation wherethe authorities skilfully communicate with employees,it is just the coupling between the expeeted outcomes(performance level) and salaried employees are alsofeeling the impaet on business performance. Negativeeulture, on the other hand, is characterized by a lowlevel and quality of communication, lack of respeet for
co-workers, supervisors, clients and individual submit-ting the benefits of a team and the company as a whole.
K.S. Cameron and R.E. Quirin proposed a ques-tionnaire for the assessment of organizational eulture(the current state and expected), which evaluatedthe following factors''*: general characteristies of theorganization (attitude towards people, effieiency, hi-erarehy), style of leadership, personnel managementstyle, cohesion of the organization, preference for staffdevelopment and sourcing, criteria for success of theorganization.
Other researehers, such as F. Trompenaars andC. Hampden-Tumer'^ have taken note of those whoare being studied: a general relationship between theemployed and their organization level or hierarehiealsystem of authority, stating the place of superiors andsubordinates, and general views of employees on thedestination of the organization, its purpose and goalsand the role of individual employees in their imple-mentation, they have identified four types (metaphors)of cultures of the company, which they titled as: thefamily, the Eiffel Tower, the projectile controlled andthe ineubator.
In the literature the theories of soeial and orga-nizational identity ean also be found. The theory ofsoeial identity, as presented by R.J. Crisp and R.N.Turner'^, is the basis for explaining the need to shapeorganizational culture in enterprises as a stabilizer ofbehaviour. It means that "people eategorizing them-selves as members of a social group, depersonalizethemselves and begin to see themselves in terms ofthe characteristics that they share with others, whichdefines rather their membership in a group, ratherthan their own, as separate entities. In this situation,people think and behave according to the norms oftheir group"". An important supplement to this thesisis that group norms will affeet only the unit for whichthe group is important.
T. Paleczny, analyzing pluralistic society (i.e.British, Latin American, Caribbean, European, etc.)outlined three types of national identity in the processof universalization of cultural identity'*:
" R. Mead, T.G. Andrews, Zarzqdzanie miqdzynarodowe, Oficy-na Wolters Kluwer Business, Warszawa 2011, p. 113." R. Mead, T.G. Andrews, Zarzqdzanie..., op. cit., pp. 118-119.
'•' K.S. Cameron, R.E. Quinn, Kultura organizacyjna - diagnozai zmiana, Oficyna Ekonomiczna, Krakow 2003, pp. 30-35." F. Trompenaars, C. Hampden-Tumer, Siedem wymiarów kul-tury. Znaczenie róznic kulturowych w dzialalnosci gospodarczej,Oficyna Ekonomiczna, Krakow 2002, p. 189.' R.J. Crisp, R.N. Turner, Psychologia spoleczna, WydawnictwoNaukowe PWN, Warszawa 2009, p. 110." ibidem'* T. Paleczny, Interpersonalne stosunki miçdzykulturowe, Wy-dawnictwo UJ, Krakow 2007, pp. 170-172.
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• the cultural identity of its parent group racial, eth-nic or national (tribal identification, rhodium-typestrains of the community, a community based onkinship, the identity of a regional-local ethnic,cultural identity ideological type);
• the type of ethnic cultural identity, right for a groupof colonial origin and immigration;
• a universalized cultural identity (national, civiliza-tion), but having a parent or cultural characteristicsof the ethnic group and individual identity.
E. Gallardo" presented that research on the phe-nomenon of identity in relation to the organizationwere developed in 1950 on the field of sociology, andin 1955 were of interest to social psychologists. Thefirst significant event in the process of researeh waspublished information in the late sixties by L.W. Porterand R. Dubin, formulated after the project Individual- Organization Linkages. These authors have definedorganizational identity, focusing on three faetors^": 1/commitment to the organization, defining organiza-tion as a place of employment; 2/ commitment tothe organization as an attitude held by members oremployees; 3/ intrinsic nature of commitment, some-thing deeper and more intensive than simple passiveloyalty. So, based on above assumptions they postu-lated organizational culture as: " 1 / a strong belief inan acceptance of the organization's goals and values;2/ a willingness to exert considerable effort on behalfof the organization; and 3/ a strong desire to maintainmembership in the organization" '. Moreover, L.W.Porter, R. M. Steer and R. T. Mowday, based on re-sults of their own research, developed a questionnairethat was used to diagnose the level of organizationalidentity represented by the employees.
Described theories have been criticized by otherscientists, and contributed to the development ofresearch into the nature of organizational identity. E.Gallardo^^ has presented three important trends as fol-
" E. Gallardo, Organizational Commitment: From OCQ to Mey-er and Allen's scales, [in:] Innovation in Management, ed. Ch.Wankel, P. Odraiciewicz, W. Stmad, M. Sivert, WydawnictwoNauicowe PWSB, Poznan 2009, pp. 9-21.-" L.W. Porter, R.M. Steer, R.T. Mowday, Do employee attitudestoward organizations matters? The study of employee commitmentto organizations, [in:] K.G. Smith, M.A. Hitt, Great Minds Of Ma-nagement. The process of theory development, Oxford UniversityPress, New York 2005, pp. 184.' B. Gallardo, Organizational..., op. cit., p. 11; see also: F. Noor-
din, S. Omar, S. Sehan, A. Idrus, Organizational Climate and ItsInfluence on Organizational Commitment, [in:] Innovation in Ma-nagement, ed. Ch. Wankel, P. Odrakiewicz, W. Stmad, M. Sivert,Wydawnictwo Naukowe PWSB, Poznan 2009, p. 297*- E. Gallardo, Organizational..., op. eit.
lows: research of H.C. Kelmana^^ C. O'Reilly'a, alsoJ. Chatmana "* and J.P. Meyera, N.J. Allena^^ Actually,C. O'Reilly and J. Chatman were followers of H.C.Kelman, who stated that psychological involvement/loyalty of employees (psychological attachment) hasthree dimensions **:
• compliance, when attitudes and behaviours areadopted to gain specific rewards;
• identification, when employees feel proud to be partof a group, respecting its values and accomplish-ments without adopting them as his or her own;
• intemalization, when individual and organizationalvalues are the same.
Referring to theoretical background, C. O'Reillyand J. Chatman underlined the multidimensionality oforganizational identity as a phenomenon, which theystated should not be only a synonymous of loyalty.
A very important concept in terms of the issue ofthis paper (namely the role of organizational culturein bridging cultural differences) is the meaning of 'apattern of culture' from the anthropological perspec-tive. In-depth discussion of this issue was presented ina book written by E. Nowicka titled "Swiat czlowieka- swiat kultury"^^ [The Human World - The World ofCulture].
D. Matsumoto and L. Juang^^ presented a reviewof studies of organizational culture, such as the fol-lowing works:
• C.J. Lammers and D. J. Hickson in 1979, whodistinguished three types of national character inorganizations: the type of Latin, or classical bureau-cracy, centralization of power and processes andmulti-level organizational structure; the Anglo-Saxontype, characterized by a medium level of centraliza-tion, greater dispersion of power and less extensivehierarchical structure; the type that occurs in develop-ing countries, characterized by greater centralization
' See: H.C. Kelman, Compliance, identification and internali-zation: Three processes of attitude change, „Journal of ConflictResolution" 1958, no 2.-'* See: C. O'Reilly, J. Chatman, Organizational committmentand psycholigical attachement: the effects of compilance, iden-tification and intemalization on pro-social behavior, „Journal ofApplied Psychology" 1986, vol. 71.' See: J.P. Meyer, N.J. Allen, Testing the 'side-bet theoty' of or-
ganizational commitment: some methodological consideration,„Journal of Applied Psychology" 1984, vol. 69.^'' E. Gallardo, Organizational..., op. cit., p. 11.^' E. Nowicka, Swiat czlowieka - swiat kultury, WydawnictwoNaukowe PWN, Warszawa 2007-* D. Matsumoto, E. Juang, Psychologia miçdzykulturowa, Gdañ-skie Wydawnictwo Psychologiczne, Gdansk 2007, pp. 517-562.
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of decision-making processes, weaker formalizationof rules and structure ofthe pantheistic;
• G. Hofsteede the 1980 and 1984 about the differ-ences in the perception of work;
• H. Triandis of 1998 related to the concepts of indi-vidualism and colleetivism;
• B.M. Mcglino, E. C. Ravlin, C.I. Adkins, 1989showing the positive effects of cultural compatibil-ity between the employee and the company;
• B. Latane, K. Williams and S. Harkins in 1979, whointroduced the concept of social idleness, which isthe phenomenon of loss of capacity of individualswith increasing size ofthe group;
• S. Shirakashie 1985, S. Yamaguchi, T. Okamoto andK. Oka in 1985 and W.K. Gabreny, Y.E. Wang andB.Latanc 1985, who defined the concept of socialzeal, which is completely contrary to the phenom-enon of social idleness, of the rising productivityof individuals in group work was observed in col-lectivist societies.
The work of A. Funuiam "*, which analyzed thepsychological basis of organizational behaviour, isalso significant. This researcher studied the extent towhich business people delegated to agencies of foreignparent companies. B. RogofP", referring to the psycho-cultural model of human development B. Whitingand J. Whiting, considered even that cultural patternsare the basis for development of the individual, theeconomics and organization.
Also, J. Bratton, F. C. Callinan and P. Sawchuk^'pointed out that ethical or unethical behaviour inorganizations depends not only on the individualcharacteristics of its stakeholders, but also the con-text in which they occur. In particular, as the maindeterminants of ethical behaviour in organizationsauthors named: the social context and organizationalmanagement standards, stages of moral developmentand locus of control.
In summary, H. Deresky's'^ sentenee can be quoted,which stated that globalization has multiplied the num-ber of problems that the company must meet, because
^' A. Fumham, The psychology of behavior at work. The indi-vidual in the organization. Psychology Press, London 2005, (e--book), p. 220.^ B. Rogoff, The Cultural Nature of Human Development,Oxford University Press, Oxford 2003, pp. 43-44." J. Bratton, P. Sawehuk, C. Forshaw, M. Callinan, M. Corbett,Work and Organizational Behaviour, Palgrave MacMillan, NewYork 2007, p. 360." H. Deresky, International Management. Managing Across Bor-ders and Cultures, Sixth Edition, New Jersey, 2008, p. 41
business ethics still have not been globalized business.As a reason for this state of affairs, she notes the strongdependence on the culture of ethical behaviour andbusiness practices used in the countries concerned.However, it is diffieult to completely agree with thisbecause the processes of globalization, in particular themigration of people, causes convergence of cultures.
2. INTERCULTURAL ASPECT OFBUSINESS ETHICS - PROJECT DETAILS
Literature studies and current observations ofeconomic internationalization support the generaltendency of internationalization of human resoureein modem companies. At the same time, it shouldbe noted that in some cases Polish managers lackexperience in managing a multicultural team, due to,among other things, non-dissemination of theoreticaland practical models in this regard. Also, in the fieldof management education there were two negativephenomena. First, even if organized intereultural train-ing, they are focused on identifying the differences inthe cultures of countries, and even consolidation ofstereotypes. The subject-matter interaction, therefore,does not apply to people from different cultures in thesame workplace. Secondly, in modem managementsciences occur more often, unfortunately, publicationsquestioning the validity ofthe thematic culture in rela-tion to business organizations. Consequently, becauseof managers' lack of knowledge and experience inmultinational enterprises, problems arise which areseen as emanating from the cultural differences, whichof course is not correct. Furthermore, this approachmakes it difficult to resolve those problems.
Therefore, the main objective of the study is toverify that organizational culture can be a manage-ment tool for multinational employee teams. If so, theauthor sought to discem, by which method(s) shouldthis eulture be formulated, implemented and shaped?Moreover, considering the iceberg model for thesource of E. Schein's culture model, it was decidedto examine whether it is possible to identify any moralprinciples to be followed by employees from differentcultural groups, but who are working in one team /company. Referring to the general goal of research, thefollowing research hypotheses have been presented:
• May the organizational culture ofthe company forma pattem of culture for multinational work teams?
• Are there any universal moral standards that maybe an ideological foundation of the organizationalculture ofthe company?
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Bearing in mind the need to verify the hypoth-eses has required seheduled testing of various types,which led to the achievement of the speeifie researchpurposes. The detailed relationships between hypoth-eses and the eorresponding researeh objectives werepresented in table 1.
It follows that the conceptual schema drove selec-tion methods and research techniques, as well as therange of objeetive and subjeetive (tab. 2). It shouldbe noted that due to the multi-faeeted research prob-lem, an interdiseiplinary approach aimed at using themethods and tools in various fields of scienee in the
Table 1 Hypothesis and goals of research
No.
I.
2.
Hypothesis
May the organizational cultureof the company be a culturalmodel for multinational workteams?
Are there universal moralstandards that may beideological foundation of theorganizational culture of thecompany?
Purpose of research
Inventory of existing theories and concepts on how to managemultinational (multicultural) team.Identifying differences in the management of personnel mono-and multi-cultural.The demonstration of the important role of organizational culture asa management tool, multinational (multicultural) team.
Presenting differences and similarities of unethical behavior in the businessworld.Indicating of the theories and concepts defining the relationship betweenethics and effectiveness in business.Presenting the most important documents defining the fundamental ethicalprinciples applicable in the whole world and in particular on the businesssector.
Source: the author
Table 2 Methods and techniques of the research
The Goal of research
Inventory of existing theories and concepts on how to managemultinational (multicultural) team.
Identifying differences in the management of personnel mono-andmulti-cultural.
The demonstration of the important role of organizational culture asa management tool, multinational (multicultural) team.
Presenting differences and similarities of unethical behaviour in thebusiness world.
Indicating of the theories and concepts defining the relationshipbetween ethics and effectiveness in business.
Presenting the most important documents denning the fundamentalethical principles applicable in the whole world and in particular onthe business sector.
Source: the author
Methods and techniques
Prim
ary
sour
ces
X
X
Seco
ndar
yso
urce
s
X
X
X
X
X
X
Que
stio
nnai
res
X
X
Obs
erva
tion
\se
lf e
xper
ienc
ean
alys
is
X
X
X
Inte
rvie
ws
X
X
X
Stud
y in
the
fiel
ds
X
X
X
Exp
erim
ent
X
X
X
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preparation, analysis and concluding was use. Thisenabled an objective argument at the stage of formula-tion of the results of the study (tab. 3).
The study was conducted from November 2007to Mareh 2011. The long duration of the project re-
sulted from the assumption that the research wouldbe earried out in a real environment, which was thecountry of origin of the respondents. A detailed studyschedule is shown in table 4. In addition, the extentof the substantive and geographic research resulted asa consequence of their duration.
Table 3. Interdisciplinary background of the research
Purpose of research
Inventory of existing theories and concepts on how to managemultinational (multicultural) team.
Identifying differences in the management of personnel mono-andmulti-cultural.
The demonstration of the important role of organizational culture asa management tool, multinational (multicultural) team.
Presenting differences and similarities of unethical behaviour in thebusiness world.
Indicating of the theories and concepts defining the relationshipbetween ethics and effectiveness in business.
Presenting the most important documents defining the fundamentalethical principles applicable in the whole world and in particular onthe business sector.
Field of sciencel
Man
agem
ent
X
X
X
X
X
Eco
nom
ics
XE
thic
s/Ph
ilos
ophy
X
X
X
XA
nthr
opol
ogy
/ Eth
nolo
gy
X
X
Scie
nce
of c
ultu
re
X
X
Psyc
holo
gy
X
X
X
X
Soci
olog
y
X
X
X
X
X
Source: the author
Table 4. The schedule of the research during project
The group ofrespondents
Polish
Nigerian
British
Hindu
Date
February 2010
March 2010
November 2007-June 2008
January 2011February 2011
November 2010
February 2011
September -November 2010
December 2010
Place
Poznan University College of Business
Poznan University College of Business
Poznan
Nigeria, AbujaPoznan University College of Business
United Kingdom, London(Thames Valley University)
India, New Delhi(Institute of Management Education)
Method of research
Ouestiormaire
Experiment
Study in the field.Experiment
Questionnaire
Study in the field.Experiment
Questionnaire
Experiment
Questionnaire,Study in the field.Experiment
Source: own.
GMJ vol. 5, No I -2/2013 / ISSN 2080-2951
KATARZYNA CZAINSKA / I 5
The personal scope of individual studies wasadapted to the scope of problem. The study, by themethod of observation, that of interviews, field studyand experiments, was carried out by the entities listedin tables 4 and 5.
2.1 : RIO Application
The RIO Application has been designed, projectedand implemented by Dr Katarzyna Czainska as a resultof her research. It allows us to specify the value of the so-called RIO (Ratio of Intereulturalism of Organization);
Table 5 Respondent of interview
Organization
Embassy of Canada in Poland
Polish Chember of Commerce of Importers, Exporters and Co-operators
Wielkopolska Chamber of Tourism
PKO Bank Polski S.A.
Gospodarczy Bank Wielkopolski S.A.
Komputronik S.A.
Sygnity S.A.
Hafen Hamburg Marketing e.V.
British American Tobacco Nigeria
Stanford University (USA)
St. John's University (USA)
George Mason University Arlington (USA)
Colorado Technical University (USA)
University of Debrecen (Hungary),
The International Business Academy (Denmark)
Vysoka Skola Obchodni v Praze (Czech Republic)
Rusenski Universitet „Angel Kanchev" (Bulgaria)
Tampere University of Technology (Finland)
Lomonosov Moscow State University (Russia)
University of Barcelona (Spain)
University of the Free State (RPA)
The University of Western Australia
University of Technology (Mauritius)
Europainstitute (Austria)
Thames Valley University (United Kingdom)
BIMTECH - Birla Institute of Management Technology (India)
Technology Business Incubator (TBI) - Hoseo University (South Korea)
Turku School of Economics (Finland)
Total
Quantityof respondents
2
1
1
2
2
1
1
1
1
1
1
2
6
1
2
1
1
1
1
1
1
1
1
1
1
1
1
1
38
Source: own.
I 6 / GLOBAL MANAGEMENT JOURNAL
that is, the estimated ability of an organization tomanage intercultural human resources. The diagnosisconsists of eight thematic modules:
• Module A - The nationality strueture of humanresources;
• Module B - Recmitment;
• Module C - Occupational Adaptation;
• Module D - Training and Integration;
• Module E - Intemal Communications;
• Module F - Extemal Communication;
• Module G - Organization of work;
• Module H - Ethics.
The study using the RIO Application is made onthe basis of data collected through questionnairescompleted by representatives of the company. Afterñilfilling the questionnaire on the RIO Application,respondents or group of respondents receive a reportthat consisted of:
• total value of RIO,
• short interpretation of RIO (tab. 6),
• results in particular modules in a table and a diagram(tab.7,dig. 1).
Table
RIO
8 1 -
6 8 -
5 4 -
41 -
Less
6. The RIO interpretation
69
55
42
30
than 30
Interpretation
Intercultural organization
Ogranization adpated in high degree to intercultural environment, yet requiring improvementsin indicated domains
Ogranization adpated in average degree to intercultural environment, yet requiring considerableimprovements in indicated domains
Ogranization very poorly adapted to intercultural environment, requiring total reorganization
Ogranization not adapted to intercultural environment
Source: the author
Table 7. The RIO results
Modules
A
B
C
D
E
F
G
H
Max score
The nationality structure of human resources
Recruitment
Occupational Adaptation
Training and Integration
Internal Communications
Extemal Communication
Organization of work
Ethics
Score of the survey
19
9
6
7
15
9
11
11
Comments
2
9
4
5
7
9
7
4
Problem!
Problem!
Problem!
Problem!
Problem!
Source: the author
'Parts of this paper have been presented during the DecisionSciences Institute Conference, New York, November 2011.
GMJ vol. 5, No I -2/2013 / ISSN 2080-2951
KATARZYNA CZAINSKA /I7
Figure 1 The RIO results
H Ethics^
Organization (of work
F ExternalCommunicati'
on
A ThenationalitY
structure of...20.
>B Recruitmen
C—,—7 Occupatl/ / Adaptât
Training amIntegration
Source: the author
E InternalCommunicati
ons
The interpretation of a total seore (tab. 6) is verygeneral, but it is not an error. It has been planned bythe author. Professional diagnosis should consist of:collection of data related to the eompany, interviewsand also observation. Based on results gained afterall of the above mentioned analysis, a consultant canpresent a final eonclusion and suggest changes and/orimprovements in partieular modules (tab. 7).
3. CONCLUSIONS
More details about the projeet and application havebeen presented in the author's book titled "Czynnikiksztaltuj^ce kulturç organizacyjn^ przedsiçbiorstwwielonarodowoseiowych" [Factors shaping the orga-nizational culture in multinational enterprises], pub-lished in July of 2013 (Adam Mickiewicz UniversityPress. Seria Nauki Ekonomiezne nr 24, ISBN 978-83-232-2582-9. text in Polish with a summary in English).
It ean be stated that the RIO Application is a usefialtool for diagnosing and improving the organizationaleulture of eompanies that employ multicultural staff.The size, trade or range of activity of the company doesnot matter, as well as the nationality of its employees,beeause the application helps to find the weak pointsof organizational culture, not people. But, RIO ap-plication without a well-qualified advisor is just an ITsolution. That is why it is important to train eonsultantsand managers in the fields of organization, culture,soeiology and psyehology of intercultural teams.
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27. Rozporz^dzenie Ministra Nauki i SzkolnietwaWyzszego z dnia 8 sierpnia 2011 r. w sprawieobszarów wiedzy, dziedzin nauki i sztuki orazdyscyplin naukowych i artystyeznych; Dz.U.2011, nr 179, poz. 1065 [Regulation of the Min-ister of Science and Higher Education of 8 August2011 on the areas of knowledge, disciplines andarts and artistic disciplines]
KATARZYNA CZAINSKA, PH.D.
Adjunct ProfessorPoznan University College of Business
Department of Economics and Management.18, Niedziatkowskiego Str., Poznan, POLAND
GMJ vol. 5, No I 2/2013 / ISSN 2080-2951