Mission and Practices

The Inter­na­tional Asso­cia­tion for Cross Cultural Compe­tence and Manage­ment (IACCM) emerged in 1997 from a dedi­cated effort to give a chance to doctoral students and early career acade­mics from all over Europe to catch up with best West-­Eu­ro­pean and US stan­dards in cultural compe­tence and manage­ment rese­arch and compe­tent appli­ca­tion of cultural know­ledge in national and inter­na­tional busi­ness and manage­ment contexts.

Initial and generous funding was provided by the Austrian Ministry of Science and Educa­tion for 12 work­shops and a large multi-­di­sci­pli­nary confe­rence in which about 200 young scho­lars from 25 coun­tries and 15 disci­plines parti­ci­pated during 1994-1996. Conti­nued enga­ge­ment of the inter­na­tional team, of repre­sen­ta­tives of the Vienna Univer­sity of Econo­mics and Busi­ness (WU-Wien) and the Insti­tute for the Danube Region and Central Europe in Vienna (IDM), led to follow up grants for another six confe­rences spon­sored by the Euro­pean Commis­sion within the frame­work of the INCO and TMR („Trai­ning and Mobi­lity of Rese­ar­chers“) Programmes of the Euro­pean Union during 1997-2000.

Goals and Main Bene­fits of IACCM Activi­ties

  1. Open gate­ways between diffe­rent regions of Europe and the Medi­ter­ra­nean, which due to poli­tical reasons or geogra­phical distance are sepa­rated from each other in the fields of busi­ness and manage­ment studies, with emphasis on (cross) cultural aspects: cross cultural busi­ness, cross cultural manage­ment, compa­ra­tive cultural studies, compa­ra­tive orga­niza­t­ional beha­viour, cross cultural lingu­is­tics and commu­ni­ca­tion studies, and related areas of study.

  2. Open gate­ways between diffe­rent fields of cross cultural studies and related fields, i.e. between cultural dimen­sion studies (heavily focused on national level and based on a quan­ti­ta­tive para­digm – the Hofstede para­digm) and studies in cultu­rally deter­mined patterns of beha­viour (“Kultur­stan­dards” in German termi­no­logy, rather based on a quali­ta­tive rese­arch para­digm).

  3. Rely on the mutual auxi­l­iary func­tion of the variety of disci­plines which address cultural issues from diffe­rent angles beyond manage­ment and orga­ni­sa­tion theo­ries: indus­trial and orga­ni­sa­tional psycho­logy, socio­logy, gender and diver­sity studies, lingu­is­tics, rese­arch into stereo­typing, visual arts and arte­fact analysis, poli­tical science, among others. Expla­ning and under­stan­ding evolu­tion(s) of culture(s) requires histo­rical insights and metho­do­lo­gical and atti­tu­dinal self-a­wa­reness.

  4. Open gate­ways between rese­arch at diffe­rent levels of social systems, perso­na­lity, teams, groups, orga­ni­sa­tions, nations and cros­s-­na­tional commu­nities.

  5. Encou­rage rese­arch into simi­la­ri­ties and diffe­rences within and between cultures and into cultural diffe­ren­tia­tions within social systems (orga­ni­sa­tions, profes­sions, regions, strata of society, etc.).

  6. Provide access to the wider inter­na­tional commu­nity of scho­lars, students, rese­ar­chers and consul­tants and cont­ri­bute to the emer­gence of personal contacts between younger and esta­blished scho­lars, which may encou­rage younger scho­lars to carry on with their inves­ti­ga­tions even under adverse condi­tions.

  7. Make good publi­ca­tions possible, irre­spec­tive of the para­digms which are domi­nant in a certain field of manage­ment sciences and irre­spec­tive of the inte­rests pursued by power­-hol­ders in specific coun­tries.

Annual Confe­rence

When IACCM was founded in 1997 the idea was to gene­rate conti­nuity beyond specific confe­rence series financed, supported and admi­nis­tered by diffe­rent insti­tu­tions. Since in 1997 some funding was avail­able for an ongoing series work­shops and confe­rences, for a start members of IACCM envi­saged to have a visible “IACCM confe­rence” more or less every 2nd year, but due to sustained inte­rest since 2007 the confe­rence takes place every year in coope­ra­tion with diffe­rent Euro­pean univer­si­ties in diffe­rent Euro­pean coun­tries: so far in Austria, Bulgaria, Denmark, England, Italy, the Nether­lands, and Poland (http://www.wu.ac.at/iaccm/confe­rences).

CEMS/IACCM Doctoral Work­shop (3ECTS)

In 2009, under the auspices of the chair of the CEMS Cross Cultural Manage­ment Faculty Group and the director of doctoral programmes of the Vienna Univer­sity of Econo­mics and Busi­ness (WU-Wien), the CEMS Cross Cultural Manage­ment Faculty Group joined forces with IACCM to orga­nize the annual CEMS/IACCM Doctoral Work­shop (3ECTS), which took place for the 8th time in Dublin at IACCM 2017.
The doctoral work­shop adopted a design and prin­ci­ples deve­l­oped through IACCM prac­tices and also discussed within the CEMS Rese­arch & Doctoral Educa­tion (RDE) Committee:

  1. The effec­tive workload for a student has to be 75 hours for a 3 ECTS doctoral work­shop.

  2. Students should be obliged to focus on concise presen­ta­tions of their inten­tions and findings.

  3. Students should get the chance to get advice by broad range of confe­rence parti­ci­pants and advanced scho­lars in an open but also in a more private setting of a poster session as first steps to inte­grate into the scien­tific commu­nity.

  4. The sequence of student activi­ties (total workload) might comprise: a) Prepa­ra­tion of a struc­tured abstract to be submitted to the scien­tific committee, b) Prepa­ra­tion of a poster of max. four pages DIN A4 format. c) Presen­ta­tion of poster at an open poster session. d) Brief (10 min.) verbal presen­ta­tion (perhaps with Power­Point support) at a work­shop session and conse­quent 20 min. discus­sion with a CEMS professor (or compa­rable specia­list) and open discus­sion with the audi­ence. e) Visible atten­tion 'and parti­ci­pa­tion in a 2 ½ to 3 day confe­rence.