James P. Johnson, Ph.D.
George and Harriet Cornell Chair in International Business
Research & Articles
Johnson, J., Lenartowicz, T. & Apud, S. (2006) | Journal of International Business Studies 37: 525–543
Many international business failures have been ascribed to a lack of cross-cultural competence (CC) on the part of business practitioners. However, the international business literature appears to lack an adequate conceptualization and definition of the term ‘CC’, focusing instead on the knowledge, skills and attributes that appear to be its antecedents. In this conceptual study, we propose a definition of CC as it applies to international business and develop a model for understanding how CC is nurtured in individuals, linking our definition to the concept of cultural intelligence. We discuss the components of the model and suggest that there are environmental and contextual impediments to the effective application of the requisite skills, knowledge and attributes that have been identified as necessary for CC, resulting in a gap between ‘knowing’ and ‘doing’. We conclude by discussing the implications of the model for practitioners, and by suggesting appropriate directions for further research.
https://doi.org/10.1057/palgrave.jibs.8400205
Lenartowicz, T., Johnson, J.P. & Konopaske, R. (2014) | The International Journal of Human Resource Management, 25:12, 1697-1719
Cultural intelligence and intercultural competence are concepts that have been identified as antecedents for success in global management, and both depend on the acquisition of cultural knowledge. However, although a lack of cultural knowledge is cited in the international management literature as a frequent source of failure in expatriate assignments, there is scant research about how cultural knowledge is created and diffused within organizations. We cite evidence that cross-cultural training programs, which are widely utilized for cross-cultural knowledge transfer, tend to be ineffective in transferring cultural knowledge, and we examine in detail how cultural knowledge is acquired in MNCs and reveal the importance of its tacit component. Then, drawing upon five relevant learning models, we propose a framework for the effective transfer of cultural knowledge. Based on this theoretical underpinning, we offer four sets of effective cross-cultural training methods, as a function of the resources available, that the firm can apply to achieve more effective cross-cultural training for global managers.
Powers, G., Johnson, J. P., & Killian, G. (2023) | Journal of Interactive Advertising, 23(4), 339–355
Marketing communicators are utilizing artificial intelligence–driven technology to create seemingly real communications featuring synthetic humans. This research aims to determine the consequences of disclosing the use of synthetic, or “deepfake,” video avatars in marketing. Based on schema congruity theory and the persuasion knowledge model, this research investigates whether disclosing an avatar as synthetic impacts consumers’ perceptions of source credibility and subsequent purchase intention. It also examines the role of social cynicism on consumers’ perceptions of source credibility and purchase intention. This study employs a posttest only, control group experimental design (n = 318) with participants from the United States (low social cynicism) and India (high social cynicism). Using partial least squares structural equation modeling analysis, findings indicate that disclosure of a synthetic avatar negatively impacted purchase intention due to reduced perceptions of source trustworthiness. Results show that for women and higher-income individuals, disclosure has a greater negative effect on purchase intention. However, there was no significant support for social cynicism moderating the mediation effects of the three dimensions of source credibility on purchase intention. Discussion includes implications for researchers, practitioners, and policymakers interested in synthetic human avatar use in marketing communications.