ABSTRACT
This chapter argues that the tacit assumptions of mainstream CCM research, closely aligned with the Hofstedeian paradigm, impedes knowledge-production in terms of making sense of intercultural interaction, and the investigation of ‘culture’ at the individual level. It highlights self/other theories borrowing from the social constructionist heritage, followed by interfacing two key findings from the ethnographic field research of Norwegian expatriates conducted in Hong Kong and South Korea with mainstream CCM research. The key social phenomena of what has been defined as Scandinavian management style, in addition to strong egalitarianism, which permeates the Norwegian society, stand in diametric opposition to emphasising ‘face’ and ‘hierarchy’. The endeavour is particularly important because the new business landscape will lead to more unconventional intercultural encounters between firms and their employees with local staff, stakeholders and customers displaying cultural backgrounds that ‘western’ MNEs may have limited or non-existing prior experience with.
