COVID-19 pandemic and the impact of cross-cultural differences on crisis management: A conceptual model of transcultural crisis management

In this paper, leadership tasks and stakeholder response during transboundary crisis management are analyzed based on findings from Hofstede's study, GLOBE Project, and theoretical concepts in cross-cultural management. Accordingly, a conceptual model of transcultural crisis management is proposed. Seven propositions (P) and sixteen sub-propositions (SP) are developed and then tested using the case method. The case of the COVID-19 pandemic is studied to note the effects of cross-cultural differences and intercultural communication in the pre-crisis, crisis, and post-crisis stages. Cross-cultural differences are found to affect sense-making, decision-making, sense-giving and meaning-making during pre-crisis and crisis management stages. Implications of these findings and further research agenda are discussed.

Automated summary

This paper analyzes leadership tasks and stakeholder response in transboundary crisis management, proposing a conceptual model of transcultural crisis management based on findings from Hofstede's study, GLOBE Project, and cross-cultural management theories. The study tests seven propositions and sixteen sub-propositions using the case method, focusing on the impact of cross-cultural differences and intercultural communication during pre-crisis, crisis, and post-crisis stages. The findings suggest that cross-cultural differences influence sense-making, decision-making, sense-giving, and meaning-making in crisis management, prompting a discussion on implications and further research agenda.