mata788 PERMATA123 PERJAKA188 slot88resmi slot88resmi hati108 login Situs toto warga123 RAJAINDO permata123 Akunbos PERMATA123 jokijp slot88resmi slot88jp https://kl108gambar.com https://kl108gambar.com BMW777 Slot gacor seni108 hoki88 seni108

Vol. 3 No. 2 (2025): (Special Issue)
Articles

Integrating Training and Motivating to Improve Sustainable Performance in a Cross-Cultural Context

PDF
  • Huan Yang,
  • Aurik Gustomo
Huan Yang
Institut Teknologi Bandung, Indonesia
Aurik Gustomo
Institut Teknologi Bandung, Indonesia
DOI: https://doi.org/10.58229/jims.v3i2.389

Published 2025-08-01

Keywords

  • cultural adaptation,
  • leadership,
  • employee satisfaction,
  • cross-cultural

How to Cite

Yang, H., & Gustomo, A. (2025). Integrating Training and Motivating to Improve Sustainable Performance in a Cross-Cultural Context. Journal Integration of Management Studies, 3(2), 368–381. https://doi.org/10.58229/jims.v3i2.389

Abstract

It is estimated that more than half of those Chinese MNEs(Muti-national enterprise) operating in Indonesia have been continuing lose money in recent 3 years due to different culture, language and business practice, etc. The once effective leadership style in China becomes ineffective in Indonesia. How to operate sustainably in Indonesia is rising as one of the biggest challenges faced by Chinese MNEs in Indonesia. This is the first time to study all these variables with cultural adaptation, leadership style, workplace and work-life balance as independent variables and employees’ satisfaction, performance and commitment as dependent variables from both theoretical and practical ways. With the help of mathematical multiple regression methods, there are several notable findings. 1. To increase the investment in cultural adaptation, leadership style, work-life balance and workplace will improve the employee satisfaction, employee performance and employee commitment. 2. Cultural adaptation and work place affect the employee satisfaction and performance the most. The leadership style impact the employee commitment the most. By introducing and applying the integrating training & motivation(ITM) solution, Chinese MNEs will improve the performance sustainably.

Keywords: cultural adaptation, leadership, employee satisfaction, cross-culture 

PDF

References

  1. Almarashdah, M. A. (2024, September). The role of organizational culture on the relationship between employee training and job performance in Jordan. Uncertain Supply Chain Management.
  2. Ashikali, T., Groeneveld, S., & Kuipers, B. (2021). The role of inclusive leadership in supporting an inclusive climate in diverse public sector teams. Review of Public Personnel Administration, 41(3), 497–519.
  3. Azevedo, A., & Shane, M. J. (2019, November). A new training program in developing cultural intelligence can also improve innovative work behavior and resilience: A longitudinal pilot study of graduate students and professional employees. The International Journal of Management Education, 17(3), 100303.
  4. Behera, C., & Pahari, S. (2024). Cross-cultural management and employee motivation on female millennials of IT organizations: A structural equation modelling approach. In Perspectives in Human Resources (pp. 32–42). Routledge India.
  5. Bildstein, I., Gueldenberg, S., & Tjitra, H. (2013). Effective leadership of knowledge workers: Results of an intercultural business study. Management Research Review, 36(8), 788–804.
  6. Black, J. S., & Mendenhall, M. (1990). Cross-cultural training effectiveness: A review and a theoretical framework for future research. Academy of Management Review, 15(1), 113–136.
  7. BrckaLorenz, A., Chiang, Y. C., & Nelson Laird, T. (2013). Internal consistency. Faculty Survey of Student Engagement.
  8. Chen, Y., & Wang, F. (2019). Cross-cultural management of Chinese enterprises: A review of the literature. IOP Conference Series: Materials Science and Engineering, 677, 042071.
  9. Chi, B., & Gu, Z. (2024). A review of cross-cultural adaptation in China-Indonesia joint ventures. Journal of Multidisciplinary in Humanities and Social Sciences, 7(6), 3097–3113. https://so04.tci-thaijo.org/index.php/jmhs1_s/article/view/274581
  10. Christina, B. (2023, December). Indonesia nickel smelter furnace fire kills 13 workers, injures 46. Reuters. https://www.reuters.com/world/asia-pacific/smelter-furnace-blast-kills-12-indonesias-morowali-nickel-industrial-park-media-2023-12-24/
  11. Chuang, S.-F. (2013). Essential skills for leadership effectiveness in diverse workplace development. Online Journal for Workforce Education and Development, 6(1), 5.
  12. Church, A. T., Katigbak, M. S., Locke, K. D., Zhang, H., Shen, J., de Jesús Vargas-Flores, J., ... & Ching, C. M. (2012). Need satisfaction and well-being: Testing self-determination theory in eight cultures. Journal of Cross-Cultural Psychology, 44(4), 507–534. https://doi.org/10.1177/0022022112466590
  13. Dahiya, S., & Jha, A. (2011). Review of training evaluation. International Journal of Computer Science and Communication, 2(1), 11–16.
  14. Delice, A. (2010). The sampling issues in quantitative research. Educational Sciences: Theory and Practice, 10(4), 2001–2018.
  15. Efferin, S., & Hopper, T. (2007, April). Management control, culture and ethnicity in a Chinese Indonesian company. Accounting, Organizations and Society, 32(3), 223–262.
  16. Feingold, S. (2023, November). China’s Belt and Road Initiative turns 10: Here’s what to know. World Economic Forum. https://www.weforum.org/stories/2023/11/china-belt-road-initiative-trade-bri-silk-road/
  17. Fitzsimmons, S. R., & Stamper, C. L. (2014). How societal culture influences friction in the employee–organization relationship. Human Resource Management Review, 24(1), 80–94.
  18. Higgins, E. T. (2015). Regulatory focus theory. In Emerging Trends in the Social and Behavioral Sciences. John Wiley & Sons. https://doi.org/10.1002/9781118900772
  19. Hong, Z. (2024, November). How and when internal marketing orientation affects frontline employees’ positive word of mouth: Insights from a hotel in China. European Journal of Marketing, 58(9), 2095–2126.
  20. Jenkins, D. G., & Quintana-Ascencio, P. F. (2020). A solution to minimum sample size for regressions. PLOS ONE, 15(2), e0229345.
  21. Jumaev, U. S. (2020). Intercultural difference parameters: Hofstede and Trompenaars theories. European Journal of Research and Reflection in Educational Sciences, 8(11), Part II.
  22. Koopman, P. L., den Hartog, D. N., & Konrad, E. (1999). National culture and leadership profiles in Europe: Some results from the GLOBE study. European Journal of Work and Organizational Psychology, 8, 503–520. https://doi.org/10.1080/135943299398131
  23. Lee, K. Y., & Tan, J. D. (2022). Adapting to local markets and political changes: Chinese businesses in Malaysia and Indonesia. South East Asia Research, 30(4).
  24. Millington, G. (2011). Influences of national culture on continuous learning: Implications for learning objectives and performance management. In The Oxford Handbook of Lifelong Learning (pp. 291).
  25. Palmer, B., Walls, M., Burgess, Z., & Stough, C. (2001). Emotional intelligence and effective leadership. Leadership & Organization Development Journal, 22(1), 5–10. https://doi.org/10.1108/01437730110380174
  26. Pauluzzo, R., & Shen, B. (2018). Chinese cultural roots and their influence on managerial issues. In Impact of Culture on Management of Foreign SMEs in China. Springer. https://doi.org/10.1007/978-3-319-77881-5_5
  27. Pritchard, A. (2017). Ways of learning: Learning theories for the classroom. Routledge.
  28. Ryan, R. M., & Deci, E. L. (2023). Self-determination theory. In F. Maggino (Ed.), Encyclopedia of Quality of Life and Well-Being Research. Springer. https://doi.org/10.1007/978-3-031-17299-1_2630
  29. Schunk, D. H. (1996). Learning theories. Prentice Hall.
  30. Shi, Z. (2020). Chinese traditional cultural and cross-cultural management. In 15th Prof. Vladas Gronskas International Scientific Conference (pp. 1–10). Vilnius University Kaunas Faculty.
  31. Smith, H. K. (2025). The impact of inclusive leadership training on gender equality: Lessons from global organizations.
  32. Tran, B. (2016). Communication (intercultural and multicultural) at play for cross-cultural management within multi-national corporations (MNCs). In International Business: Concepts, Methodologies, Tools, and Applications. IGI Global.
  33. Vosloban, R. I. (2012). The influence of the employee's performance on the company's growth—a managerial perspective. Procedia Economics and Finance, 3, 660–665.
  34. Wirtz, J., & Lwin, M. O. (2009). Regulatory focus theory, trust, and privacy concern. Journal of Service Research, 12(2), 190–207. https://doi.org/10.1177/1094670509335772
  35. Zemojtel-Piotrowska, M., & Piotrowski, J. (2023). Hofstede’s cultural dimensions theory. In T. K. Shackelford (Ed.), Encyclopedia of Sexual Psychology and Behavior. Springer.
  36. Zhang, J. (2024). Employee motivation and outcomes of developing and maintaining high-quality supervisor–subordinate Guanxi in hotel operations. Cornell Hospitality Quarterly, 65(4), 509–525.
  37. Zhou, Q. (2024, November). China-Indonesia closer economic ties: Trade and investment opportunities. China Briefing. https://www.china-briefing.com/news/china-indonesia-trade-and-investment-profile-opportunities/