Performing interplay through intercultural simulations: Insights on tacit culture in a Taiwanese–German management team

In: International journal of cross cultural management, Band 13, Heft 3, S. 243-263

Abstract

Cross-cultural management (CCM) needs to move beyond the paradigmatic schism between positivist and interpretative research. What both paradigms share is the need to understand a specific configuration of culture in context. This article suggests multi-paradigm research through interplay on cultural performances as a means of acknowledging both paradigms. Data is based on action research in a Taiwanese–German management team. The contribution of this study lies in moving single-method interplay in CCM research to the level of cultural performances and in suggesting intercultural simulations as a viable method. Furthermore, this study shows that intercultural simulations can help uncover tacit culture that is performed but not verbalized. When used in action research, intercultural simulations facilitate integrated intercultural learning and increase the interpretative scope of qualitative research through a renegotiation of researcher–field relations.