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Strategising Impression Management in Corporations: Cultural Knowledge as Capital

Strategising Impression Management in Corporations: Cultural Knowledge as Capital

Caroline Kamau
Copyright: © 2010 |Pages: 24
ISBN13: 9781605667904|ISBN10: 1605667900|ISBN13 Softcover: 9781616924102|EISBN13: 9781605667911
DOI: 10.4018/978-1-60566-790-4.ch004
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MLA

Kamau, Caroline. "Strategising Impression Management in Corporations: Cultural Knowledge as Capital." Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage, edited by Deogratias Harorimana, IGI Global, 2010, pp. 60-83. https://doi.org/10.4018/978-1-60566-790-4.ch004

APA

Kamau, C. (2010). Strategising Impression Management in Corporations: Cultural Knowledge as Capital. In D. Harorimana (Ed.), Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage (pp. 60-83). IGI Global. https://doi.org/10.4018/978-1-60566-790-4.ch004

Chicago

Kamau, Caroline. "Strategising Impression Management in Corporations: Cultural Knowledge as Capital." In Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage, edited by Deogratias Harorimana, 60-83. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-60566-790-4.ch004

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Abstract

Impression management is a powerful psychological phenomenon with much unexplored potential in corporate settings. Employees or corporations can deploy impression management strategies in order to manipulate others’ perceptions of them. Cultural knowledge is powerful capital in impression management, yet this has not been sufficiently explored in previous literature. This chapter argues that impression-motivated employees or corporations need to perform a three-step knowledge audit: (i) knowing what their impression deficits are; (ii) knowing what impression management strategy is needed to address that deficit, based on the taxonomy of impression management strategies tabulated here; (iii) knowing what societal (e.g. collectivist culture or individualist culture) or organization-specific cultural adjustments are needed. A cultural knowledge base can thus be created through cross-cultural training of and knowledge transfer by expatriates. Multinational corporations can also benefit from utilising the knowledge presented in this chapter in their international public relations efforts.

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