In this paper, leadership tasks and stakeholder response during transboundary crisis management are analyzed based on findings from Hofstede’s study, GLOBE Project, and theoretical concepts in cross-cultural management. Accordingly, a conceptual model of transcultural crisis management is proposed. Seven propositions (P) and sixteen sub-propositions (SP) are developed and then tested using the case method. The case of the COVID-19 pandemic is studied to note the effects of cross-cultural differences and intercultural communication in the pre-crisis, crisis, and post-crisis stages. Cross-cultural differences are found to affect sense-making, decision-making, sense-giving and meaning-making during pre-crisis and crisis management stages. Implications of these findings and further research agenda are discussed.

在本文中，基于 Hofstede 的研究结果、GLOBE 项目和跨文化管理的理论概念，分析了跨界危机管理期间的领导任务和利益相关者的反应。因此，提出了跨文化危机管理的概念模型。开发了七个命题 (P) 和十六个子命题 (SP)，然后使用案例方法进行测试。研究了 COVID-19 大流行的案例，以注意跨文化差异和跨文化交流在危机前、危机和危机后阶段的影响。发现跨文化差异会影响危机前和危机管理阶段的意义制定、决策、意义和意义制定。讨论了这些发现的含义和进一步的研究议程。