<abstract xmlns="http://www.w3.org/1999/xhtml"> The main objective of the research was to establish which skills and competencies are mostly demanded by organizations/employers in Portugal and Poland. Secondly, we wanted to determine if there are any differences in this type of skills and competencies in these two countries. In order to analyze the skills necessary in organizations, we applied the typology of soft and hard skills. In the analysis, we had to distinguish moral competencies from soft skills, due to the specificity of the formers. In the research, we use the mixed qualitative-quantitative methodology. In the survey, carried out on convenience samples composed of Portuguese and Polish working students, the respondents were eager to answer one open-ended question and describe/list the skills/competencies demanded by organizations. In order to categorize the answers, we employed a two-stage process of phenomenological reduction. For the purpose of conducting a comparative analysis of the data and due to a wide dispersion of results in the case of soft skills in the two samples, we grouped the soft skills according to the ESCO and interpreted the differences by referring to the cultural dimensions introduced by Hofstede et al. [2011]. </abstract>

Setubal School of Technology, Polytechnic Institute of Setúbal, Portugal

Faculty of Economics and Management, University of Bialystok, Poland

What Kinds of Skills are Expected by Portuguese and Polish Employers?

<abstract xmlns="http://www.w3.org/1999/xhtml"> Most intercultural competence models have been developed by Western experts based on Western theory and Western cultural values, and they are not culturally specific models. The lack of non-Chinese researchers to study and contribute to the construction of intercultural competence from a Chinese-perspective is a serious shortcoming, and most of the models developed by Chinese scholars are a replica of the Western models. A Chinese-perspective of intercultural competence model is indeed needed to reinterpret concepts and theories that are coined in the West, which are then widely used and generalized without any concrete-solid bases of their universality. This paper deployed empirical study methods to analyze the content of the literature to understand the construct of Chinese-perspective intercultural competence models. Eight Chinese-perspectives of intercultural competence models formulated by Chinese scholars between 1998 and 2013 have been identified, two of them are researched in English, while six others are in Chinese. As a result, there are no significant differences in the components of those eight models, as most Chinese scholars agree that cognitive ability, emotional management and communication skills are three of the major components which constitute the Chinese version of intercultural competence models. This research is timely, and is worth conducting, due to increased Chinese investments throughout the world, and the power and influence of China as the world’s largest economy. The results could be used as a guiding operational scheme to prepare business partners from both sides for successful cooperation.However, one should recommend, in future research, that there be a comparison of Chinese-perspective models with Western-perspective models in order to delve deeper into the construct of the models to examine the degree to which the Chinese and Western-perspective of intercultural competence are complementary and compatible with each other. </abstract>

Institute of Value Management, Warsaw School of Economics, Poland

The Chinese-perspective of Intercultural Competence Models Revisited

<abstract xmlns="http://www.w3.org/1999/xhtml">In recent decades economic integration and globalization processes facilitate the firms’ internationalization. The main determinants of that process are divided into three categories - internal factors, external factors and personal characteristics of an entrepreneur. The latter is considered to be the most important and will be the research subject in this article. The objective of this paper is to analyze the determinants of firm internationalization on the individual level and to verify whether entrepreneurial traits of the founder are indeed important for the internationalization. The research is based on the Global Entrepreneurship Monitor data, using which we employ independent sample t-test and one-way ANOVA analyses to test the hypotheses. The results show that the only variable which determines international orientation of a company is the level of education of an entrepreneur. All other characteristics of an entrepreneur do not correlate with international orientation of a firm. Results obtained make important contribution to entrepreneurship research - they show significant shift in international entrepreneurship trends - internationalization is getting more available, less risky and more natural for entrepreneurs of different ages, backgrounds and individual characteristics. Findings may be useful for further international entrepreneurship research.</abstract>

Individual-Level Determinants of International Orientation of a Firm: A Study Based on Global Entrepreneurship Monitor Data

Propiedad y estructura familiar en una empresa turística mexicana

<abstract xmlns="http://www.w3.org/1999/xhtml"> Societies are aging. This brings with it a lot of negative consequences and risks to companies. Employers are facing a phenomenon which is not fully recognized, and as a corollary there are no fully developed standards and tools for age management as an implemented strategy and personnel policy. Older workers have different needs and expectations regarding not only working conditions, ergonomics, safety, health care etc., but also with respect to social relationships, communication, career perspectives, professional training and development. These factors, as well as the results of research on aging, should be reflected in the practice of human resource management. The purpose of this article is to show the LIKE Age Management Model (LAMM) in the context of suggested practices and models to date. LAMM contains two types of functions: primary ones regarding recruitment, learning and development, health protection and promotion, exit and transitions to retirement procedures; and supporting ones related with flexible working hours, career development, redeployment and comprehensive approaches. The model has been evaluated on the basis of diverse criteria in the context of the proposed instruments described in the LAMM with respect to functions and possibilities of implementation in enterprises. </abstract>

University of Strathclyde, Centre for Lifelong Learning, Scotland, Glasgow

Is Management of Aging Human Resources Worthwhile? Evaluation of an Age Management Model

<abstract xmlns="http://www.w3.org/1999/xhtml">Complexity and changeability of modern economic processes (especially in cross-cultural context) require enterprises to continuously improve their management processes. Family enterprises, which play an important role in economic growth of economies all over the world, constitute a group that is in especially susceptible to dynamism of changeability of the economic environment, because they mostly belong to the group of micro-, small and medium-sized enterprises. Improvement, which is becoming a key challenge for today’s enterprises and constitutes a paradigm of modern management of an enterprise (also in cross-cultural management view), is especially visible in an analysis of this group of entities. The aim of this paper is to confirm the thesis the characteristics distinguishing family firms from the others are determinants of improvement, which is a modern paradigm of management (also in cross-cultural context).</abstract>

Family Business to Improve Management Paradigm – Selected Cross-cultural Remarks

AHEAD OF PRINT

Volume 16 (2024): Issue 1 (March 2024)

Volume 15 (2023): Issue 4 (December 2023)

Volume 15 (2023): Issue 3 (September 2023)

Volume 15 (2023): Issue 2 (June 2023)

Volume 15 (2023): Issue 1 (March 2023)

Volume 14 (2022): Issue 4 (December 2022)

Volume 14 (2022): Issue 3 (September 2022)

Volume 14 (2022): Issue 2 (December 2022)

Volume 14 (2022): Issue 1 (March 2022)

Volume 13 (2021): Issue 4 (December 2021)

Volume 13 (2021): Issue 3 (September 2021)

Volume 13 (2021): Issue 2 (June 2021)

Volume 13 (2021): Issue 1 (March 2021)

Volume 12 (2020): Issue 4 (December 2020)

Volume 12 (2020): Issue 3 (September 2020)

Volume 12 (2020): Issue 2 (June 2020)

Volume 12 (2020): Issue 1 (March 2020)

Volume 11 (2019): Issue 4 (December 2019)

Volume 11 (2019): Issue 3 (September 2019)

Volume 11 (2019): Issue 2 (June 2019)

Volume 11 (2019): Issue 1 (March 2019)

Volume 10 (2018): Issue 4 (December 2018)

Volume 10 (2018): Issue 3 (September 2018)

Volume 10 (2018): Issue 2 (June 2018)

Volume 10 (2018): Issue 1 (March 2018)

Volume 9 (2017): Issue 4 (December 2017)

Volume 9 (2017): Issue 3 (September 2017)

Volume 9 (2017): Issue 2 (June 2017)

Volume 9 (2017): Issue 1 (January 2017)

Volume 8 (2016): Issue 4 (December 2016)

Volume 8 (2016): Issue 3 (September 2016)

Volume 8 (2016): Issue 2 (June 2016)

Volume 8 (2016): Issue 1 (January 2016)

Volume 7 (2015): Issue 4 (December 2015)

Volume 7 (2015): Issue 3 (September 2015)

Volume 7 (2015): Issue 2 (June 2015)

Volume 7 (2015): Issue 1 (January 2015)

Volume 6 (2014): Issue 4-2 (December 2014) Part II

Volume 6 (2014): Issue 4-1 (December 2014) Part I

Volume 6 (2014): Issue 3 (September 2014)

Volume 6 (2014): Issue 2 (June 2014)

Volume 6 (2014): Issue 1 (March 2014)

Volume 5 (2013): Issue 4 (December 2013)

Volume 5 (2013): Issue 3 (September 2013)

Volume 5 (2013): Issue 2 (June 2013)

Volume 5 (2013): Issue 1 (March 2013)

Journal of Intercultural Management

 The Journal of Intercultural Management (JOIM) focuses on issues related to the management of global enterprises, both in a practical and theoretical context.  The recent development of corporate globalization has brought to the fore the importance of intercultural management. Cultural backgrounds have been a huge game changer in the communication between people of different cultures both on a national and organizational level. Together with verbal communication, the underlying values and norms have always been an important element in international management practices. Often these issues are not fully appreciated and therefore there is a need for corporate leaders and managers to be informed about and to remain up-to-date with differences in language, behaviour, attitude and cultrure in order to fully utilize the advantages brought about by diversity. It is this intercultural intelligence which leads to tolerance and empathy between people of which is necessary for a harmonious working environment between employers and colleagues with varying beliefs and values.  The Journal of Intercultural Management analyzes intercultural management issues brought about by different cultural components. Other areas this journal include: international business strategy, risk management, human resource management and organizational behaviour.  A strict and thorough expert/peer review process precedes the publication of any article in this journal, with the review process taking anywhere from four to eight weeks. Editors subsequently inform the author(s) of their article review process and the manuscript may either be accepted for publication or rejected, depending on the outcome of the evaluation. Author(s) of an accepted paper is/are invited to submit their final manuscript which is then published in the Journal after all changes and requirements have been fulfilled. They are also invited to give a paper presentation of their work at conferences on 'Intercultural Management'.   Archiving  Sciendo archives the contents of this journal in Portico - digital long-term preservation service of scholarly books, journals and collections.  Plagiarism Policy  The editorial board is participating in a growing community of Similarity Check System's users in order to ensure that the content published is original and trustworthy. Similarity Check is a medium that allows for comprehensive manuscripts screening, aimed to eliminate plagiarism and provide a high standard and quality peer-review process. 