Journal of Intercultural Management

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Journal of Intercultural Management

Volume 3 Number 2 October 2011

Editor-in- chief: Łukasz Sułkowski Associate Editor: Michał Chmielecki Text design and typesetting: Agnieszka Zytka Cover design: Damian Kopka Editorial office: Społeczna Wyższa Szkoła Przedsiębiorczości i Zarządzania ul. Sienkiewicza 9, 90–113 Łódź tel./fax: (042) 664 66 21 e-mail: [email protected] Printing and binding: TOTEM ul. Jacewska 89, 88-100 Inowrocław tel.: 52 35 400 41 ISSN 2080-0150

Wszystkie artykuły zamieszczone w czasopiśmie są recenzowane. All the articles published in the magazine are subject to reviews.

Circulation – 300 copies

Table of contents

0 5

Welcome To This Issue


Jerzy Mączyński, Dariusz Wyspiański Differences on Organizational Practices and Preferred Leader Attributes Between Polish Managers Studied in 2010/2011 and 1996/1997


Charles Wankel, Agata Stachowicz-Stanusch, Jane Sekarsari Tamtana The Impact of the National Culture Dimension and Corruption on Students’ Moral Competencies – Research Results


Czesław Zając Multicultural context of international human resources management


Dorota Kuchta, Joseph Sukpen The Influence of Culture on Accounting Systems


Barbara Kożuch Towards innovation in the management of local government


Joanna Jończyk Model of pro-innovative organizational culture – a theoretical study


Aleksandra Nizielska Cultural determinants of relations with entities from the international market environment

0113 Adrian Pyszka, Michał Piłat

Applying trompenaars typology of organizational culture to implementation of csr strategy

0127 Małgorzata Rozkwitalska

Barriers of cross-cultural interactions according to the research findings

0143 Mariusz E. Sokołowicz

Territorialization of Transnational Corporations as a Form of Intercultural Management. A Review of Theory and Selected Studies

0161 Wioletta Wereda, Beata Domańska-Szaruga

Inter-organizational relations in local government units as a challenge for their development in the region

0179 Renata Winkler

Effective leadership: what kind of skills and competencies should a cross-culture leader possess?

0189 Mary Piecewicz, Ronald W. Reidy

The Spirit of Innovation in a Culturally Diverse Global Enterprise

0205 Iwona Kubica

Course of international assignment - individual and organizational perspective

0221 Łukasz Sułkowski

Types of metaphors of organisation

0229 Michał Chmielecki

The importance of culture in global public relations

0241 Agata Stachowicz-Stanusch

The implementation of Principles for Responsible Management Education in practice – research results

0259 Hanna Mizgajska, Dorota Płóciennik

Influence of the social-demographic features on women’s motivation to set up their own business

Welcome To This Issue

With a forceful ongoing process of merging of the world’s markets the ability of employees to work effectively together across borders has become increasingly critical to business success. Cross-cultural understanding by individuals and the organisation as a whole serves to eliminate misunderstandings that could harm the business and maximise the best attributes each nationality has to offer. In order to keep pace with intercultural interactions, peace, prosperity, and harmony at workplace, the new generation of mangers need to master global workplace competencies otherwise known as cross-cultural or intercultural competencies. Intercultural management is an emerging, important field of study in today’s’ management