Constructing differences in a cross-cultural context: National distance, social differentiation or functional distinction
基于对跨国公司、中小企业及初创企业的质性研究，识别出外派经理与员工在跨文化情境中建构差异的三种视角：国家距离、社会分化与功能区分，并解释其成因与转换机制，对跨文化管理与国际人力资源管理有启示。
This article develops theory about the perspectives through which expatriate managers and their employees socially construct differences in a cross-cultural context. On the basis of qualitative research on three kinds of organizations – multinational corporations, small and medium-sized enterprises and start-up companies – we identify three perspectives on differences in a cross-cultural context: the national distance perspective, the social differentiation perspective and the functional distinction perspective. Each perspective relates to a specific basis for categorization (nationality, status and function), focus of attention (values, attitudes and expertise) and definition of diversity (separation, disparity and variety). We find that international experience and country experience on one side, and the purpose of business (business development, business creation or business turnaround) on the other side, explain why some expatriate managers and their employees adopt one perspective or another, sometimes as default. The passing of time, as reflected in growing country experience, growing work experience and growing company tenure, can be the motor of transition from one perspective to another. Our findings contribute to cross-cultural and diversity studies, to social constructionism, and have consequences for international human resource management research and practices.