Investigate Malicious Compliance

Cross-cultural challenges within an organization must be addressed to avoid creating what is known as malicious compliance. For example, this occurs when headquarters develop standardized programs that do not recognize local differences and imposes them on their foreign subsidiaries. Local managers know the programs will not succeed in their standardized form but agree to implement them and then watch them achieve less than stellar resultsfailure and increased resistance to future programs.

Identify a real-life scenario similar to what has been discussed above. This can be from your own organization, one you have worked for in the past, or one you have researched on your own. And then discuss the following in a 3 to 5-page case study format:

• Present the scenario. Give a background of the organization and the actual events leading to the malicious compliance.
• Discuss why the scenario would be considered malicious compliance. Be sure to give full detail and explain thoroughly supporting your case with scholarly resources.
• Discuss what solutions could be implemented to reduce or eliminate malicious compliance.

Length: 3-5 pages, not including title and references pages

References: Include a minimum of 3 scholarly resources.

The completed assignment should address all of the assignment requirements, exhibit evidence of concept knowledge, and demonstrate thoughtful consideration of the content presented in the course. The writing should integrate scholarly resources, reflect academic expectations and current APA standards

Info:

Cross-Cultural Understanding

Remember the analogy of Hofstedes notion of culture being compared to a computer software program? In that analogy, Hofstede likens culture to computer software. The software simultaneously runs multiple programs to accomplish a specific task. At times, all of the software running simultaneously can create overloads and conflicts and can also crash. Like software, culture can also run into various conflicts and disconnects.

Cultural disconnect inside an organization must be resolved in order to prevent producing “malicious compliance.” This may arise as headquarters create structured systems that refuse to understand local nuances and enforce them on their international branches. Local managers realize that the programs will not work in their uniform form but will agree to introduce them and then see them achieve inevitable outcomesfailure and increased opposition to future programs.

The challenge for HR is to better understand each of their own multi-cultural organizations’ representatives and partners and to encourage engagement, awareness, and acceptance of diverse viewpoints and opinions. See Figure 1 below. Nancy Adler lists four obstacles that HR may face when trying to achieve understanding in multi-cultural organizations (in International Dimensions of Organizational Behavior) (Adler, 2008).

Figure 1

Obstacles to Cross-Cultural Understanding (Adler, 2008)

References

Adler, N.J. (2008). International dimensions of organizational behavior (5th ed.). Southwestern College Publisher.

Additional References:

• Assessing the Influence of the Cultural Perspective on Cross Cultural Conflict: An Analysis of Cultural Environment

  Akhtar, F., Lodhi, S. A., & Khan, S. S. (2016). Assessing the influence of the cultural perspective on cross cultural conflict: An analysis of cultural environment. Pakistan Journal of Commerce & Social Sciences, 10(1), 84103.
  The purpose of this article is to explore the influence of cultural intangibles in multi-cultural organizations while highlighting a new role of enhanced understanding of cultural diversity that would reduce team conflict for better group performance.
• • Transforming Cross-cultural Conflict into Collaboration: The Integration of Western and Eastern Values

    Chen, N., Chao, M. C., Xie, H., & Tjosvold, D. (2018). Transforming cross-cultural conflict into collaboration: The integration of western and eastern values. Cross Cultural & Strategic Management, 25(1), 7095.
    The importance of this paper is to directly examine the impacts of organization-level collectivism and individualism, as well as high and low power distance, to determine the interactive effects of these four factors on cross-cultural conflict management.
  • • Avoiding Cultural Traps

      Glover, J., & Friedman, H. L. (2015). Avoiding cultural traps. In Transcultural competence: Navigating cultural differences in the global community (pp. 129144). American Psychological Association.
      The purpose of this article is to review the importance of cultural awareness in the context of the organization.

    • • When Culture Doesnt Translate

        Meyer, E. (2015). When culture doesnt translate. Harvard Business Review, 93(10), 666.
        This article discusses the points of conflict that happens between two or more cultures coming together.

      • • Integrating Cross-Cultural Competencies into Leadership Development

          Woodland, T. (2016). Integrating cross-cultural competencies into leadership development. TD: Talent Development, 70(11), 5458.
          The importance of this resource is to review the issues that arise when trying to integrate multiple cultures from a leadership perspective.

      • https://www.youtube.com/watch?v=mvznxUkDLkQ

      •    Siegmund AV. (2015, December 8). Geert Hofstede introduces dimensions of societal culture [Video]. YouTube.

        The importance of this resource is to hear directly from the theorist Geert Hofstede and his dimensions of societal culture.

      
      

    
    
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