177x Filetype PPT File size 0.46 MB Source: eclass.aueb.gr
Cross-cultural management Cross-cultural management studies the behavior of people in organizations around the world and trains people to work in organizations with employee and client populations. It describes organizational behavior within countries and cultures; Compares organizational behavior across cultures and countries: and perhaps, most importantly, seeks to understand and improve the interaction of co-workers, clients, suppliers, and alliance partners from different countries and cultures. Cross-cultural management thus expands the scope of domestic management to encompass the international and multicultural spheres. Adler: “International Dimensions of Organizational Behavior” (1991) Management challenge in a globalized world Globalization & Multicultural Management Page 3 Marine aktiviteter Marine aktiviteter Aalborg Industries Industri aktiviteter Aalborg Industries Industri aktiviteter Fabrikker Fabrikker Selskaber Selskaber Aalborg Stockholm Aalborg Stockholm Rauma Rauma Dalian Dalian Busan Busan Rotterdam Rotterdam Kobe Kobe Tokyo Tokyo Qingdao Miami Qingdao Miami Shanghai Shanghai Nanjing Hanoi Nanjing Hanoi Guangzhou Houston Guangzhou Houston Dubai Dubai Hong Kong Hong Kong Singapore Singapore Jakarta Jakarta Macaé Macaé Petrópolis Petrópolis São Paulo São Paulo Globalization & Multicultural Management Page 4 Business forms new & old: • HQ-Subsidiaries • Projects • Joint ventures • M&A • Strategic alliances, partnerships • Outsourcing/Offshoring >> Mgt of operations which are located in different organisations in different parts of the world with personnel of diverse backgrounds. Changing structures & management capabilities From traditional hierarchical structures emphasizing either-or choices (centralization vs decentralization, product vs geographcial divisions) >> Transnational, integrated networks of assets and resources with multidimensional mgt perspectives and capabilities, and flexible coordinative processes. Managers must be able to sense and intepret complex and dynamic environmental changes; able to develop & integrate multiple strategic capabilities; able to build & manage the new organisations required to link these sensing and response capabilities; and deliver coordinated action on a world-wide basis. Bartlett & Ghoshal, ”Building Transnational Capabilties: The Management Challenge” (2000) Globalization & Multicultural Management Page 6
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