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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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