The impact of cultural intelligence in an international company – 2st level survey

2017 ◽  
Vol 6 (1) ◽  
pp. 63
Author(s):  
Reinhold Gruber
Keyword(s):  
Cultural Differences ◽  
Cultural Intelligence ◽  
Top Down ◽  
Team Members ◽  
The Right ◽  
Different Cultures ◽  
The Impact ◽  
A Company ◽  
International Companies

Different cultures – different language – different names – different behaviors. In literature, different cultures are mostly described between continents and borders. International companies reach their limits in implementing new top down strategy to all subsidiaries across the planet. Different work methods in different areas and even in different departments can frustrate the responsible international manager. Cultural intelligence can help to minimize the storming time and loss of efficiency of new international teams. Good trained managers (on Cultural Intelligence) do at least speak a view words of the language of the new colleagues and pronounce the names of the team members in the right way. In the first part of the paper it was examined how biased people can be if they hear foreign names. Names even can decide on if someone gets a job or not. The 2nd part of the survey carried on the examination of the cultural differences within a company. The 1st part was done with respondents from different companies. It is interesting to know, especially for the managers, how the employees feel and think. How they work and how they prefer to communicate. The 2nd part describes the 1st survey, consists of a sequence of four steps which will be performed within the group. In total 28 companies are parts of the group on three continents (Europe, Asia and America).

scholarly journals CULTURES AND PROFESSIONAL COMMUNICATION IN STANDARD SITUATIONS: DIFFERENCES IN COMMUNICATIVE BEHAVIOUR

2019 ◽  
Vol 1 (1) ◽  
pp. 99-110 ◽  
Author(s):  
T. S. Samokhina
Keyword(s):  
Cultural Differences ◽  
Cultural Awareness ◽  
Cultural Intelligence ◽  
Professional Communication ◽  
Communicative Behavior ◽  
Communicative Intention ◽  
Communicative Strategies ◽  
Different Cultures

Successful interaction across cultures requires cultural awareness and cultural intelligence which help the participants of communication select effective verbal and nonverbal means to realize their communicative intention. The paper addresses communicative strategies of representatives of different cultures in similar communicative situations. The author shows conclusively that though the Americans and the British share the same language their communicative behavior differs in typical situations of business interaction, which makes them use different verbal and nonverbal means to achieve their communicative goals. Due to the cultural differences, Russian speaking students need to be taught these differences to achieve cultural intelligence.

scholarly journals Keep calm and carry on: A crisis communication study of Cadbury and McDonalds

2016 ◽  
Vol 11 (1) ◽  
pp. 371-379 ◽  
Author(s):  
Achyut Telang ◽  
Amruta Deshpande
Keyword(s):  
Crisis Communication ◽  
Damage Control ◽  
Crisis Situation ◽  
The Social ◽  
Catch Up ◽  
The Right ◽  
The Comparative Study ◽  
The Impact ◽  
A Company ◽  
Communication Study

Abstract Many organizations, at some point or another, have to face a crisis situation. In that scenario, the way in which the organization communicates makes or breaks the organization’s success in dealing with the crisis. Especially after the emergence of the social media, the impact of crisis communication on the process of successful crisis management has become even greater than before. Organizations have to take the initiative, to be proactive and create a plan for crisis communication. This paper is focused on the comparative study of the communication approaches followed by Cadbury and McDonalds during a period when the companies were dealing with a crisis. The findings of the content analysis show that a company should respond to the crisis as quickly as possible to avoid loss in terms of sales. The initial statement of the companies during a crisis should be clear, positive and through the right channel to help the company regain its reputation on the market. Advertising is the best way to convey the message across the world because the crisis situation that has come up in one market can soon catch-up in the other markets where the company operates. The company has to connect with the consumers on emotional grounds because the crisis breaks down the faith of the consumers in the company. The recovery actions that support the statements also play an important role during the crisis situation. By following the above-mentioned communication strategies, organizations can achieve damage control as well as turn the crisis into an opportunity to grow.

Between flexibility and discipline in new product development: expertise as a boundary condition

2019 ◽  
Vol 37 (1) ◽  
pp. 33-49 ◽  
Author(s):  
Daniel Robey ◽  
Karl Hellman ◽  
Isabelle Monlouis ◽  
Kenneth Nations ◽  
Wesley J. Johnston
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Market Definition ◽  
Content Type ◽  
Team Members ◽  
Award Winning ◽  
The Right ◽  
Cross Case Analysis ◽  
The Impact

Purpose The purpose of this paper is to study two aspects of new product development (NPD) success – the impact of learning and the impact of structure – are studied. Design/methodology/approach A multiple case study method within a single setting consisting of in-depth interviews of two teams that developed successful, award-winning products and two teams that developed unsuccessful products. Findings Case 1: flexibility and expertise permitted learning and radical redefinition of the product mid-project and commercial success. Case 2: flexibility enabled adding expertise which was instrumental in success, iterating permitted optimizing pricing. Case 3: flexibility led to focusing on technical issues to the exclusion of commercial viability. Case 4: flexibility led to skipping market definition and partnering with a particular customer whose situation was idiosyncratic. Cross-case analysis: flexibility in teams with both technical and commercial expertise yielded success. Flexibility permitted teams consisting of narrow experts to invest development resources in products with insufficient market. Research limitations/implications This paper argues that the right balance between structure and flexibility is dependent on the level of expertise of the members of the NPD project teams. However, getting this balance right is not a sufficient condition for NPD success. The cases were theoretically blocked to develop theoretical insight, but additional cases are needed for a strong test of theory. Practical implications The more experienced team members are, the more the project benefits from flexibility. Conversely, an inexperienced team will benefit from a more structured process. Projects require iteration. The dichotomy between structure and flexibility is false: the most expert teams benefit from some structure. The most inexperienced teams must employ flexibility to learn. Originality/value The analysis combines the virtues of the stage-gate school and the flexibility school previously thought mutually exclusive.

scholarly journals IDENTIFICATION EXISTENCE OF BULLWHIP EFFECT ON SUPPLY CHAIN PT. ABC

2016 ◽  
Vol 9 (1) ◽  
pp. 91
Author(s):  
Yulie Megawati
Keyword(s):  
Supply Chain ◽  
Bullwhip Effect ◽  
Raw Material ◽  
Research Model ◽  
Model Data ◽  
Material Supply ◽  
The Right ◽  
High Level ◽  
The Impact ◽  
A Company

Bullwhip effect is the main evidence of inefficiency in the supply chain of a company. Bullwhip effect describes the tendency of increasing the number of purchases of raw material supply chain<br />as a result of the inability to predict the increase in the number of requests. This study is the high level of inventory, whether as a result of the bullwhip effect or was due to an increase in demand. The purpose of this study was to determine the contribution of each factor causes of the bullwhip effect, identify the factors that provide the greatest impact on supply chain performance and find solutions to reduce the impact caused. The approach of this research is done by collecting data for inventory movement in the period 2003-2007, analyzing the interaction between members in the supply chain. Theory - the theory was used to create a research model. Data analysis is done by analyzing graphs and statistical analysis for the right to draw conclusions from this research. Results from this study that the coordination of “end to end” supply chain to reduce the impact of<br />bullwhip effect in supply chain

scholarly journals CORPORATE SOCIAL RESPONSIBILITY AS A CORPORATE GREEN ACCOUNTING IMPLEMENTATION

2021 ◽  
Vol 3 (2) ◽  
pp. 178-185
Author(s):  
Rahma Sandhi Prahara ◽  
Diah Syifaul A'yuni
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
New Paradigm ◽  
Green Accounting ◽  
Business Decisions ◽  
The Right ◽  
Corporate Social ◽  
The Impact ◽  
A Company

The phenomenon of environmental multicrisis occurring today has created a new paradigm of Green Accounting. The concept of Green Accounting directs corporations to make business decisions at an advantage that not only leads to profit orientation but also to the environment and society around the company. Of course, the domino effect of these concerns and considerations is that corporate sacrifices in the form of assets / assets may even be more than that. The role of corporations in supporting Green Accounting is the implementation of Corporate Social Responsibility (CSR). CSR is the moral responsibility of a company to its social, economic, and environmental strategies because of the impact of its operations so that it is expected to contribute benefits to society and the environment. If it is related to Green Accounting, then this will be the right concept to support the 2030 SDGs program.

Understanding the Impact of Culture on Mobile Phone Usage on Public Places

2011 ◽  
pp. 70-89
Author(s):  
Ishraga Khattab ◽  
Steve Love
Keyword(s):  
Mobile Phone ◽  
Cultural Differences ◽  
Mobile Phones ◽  
Public Transport ◽  
Public Places ◽  
Qualitative Work ◽  
Mobile Phone Usage ◽  
The Uk ◽  
Different Cultures ◽  
The Impact

Over the last several years, the ubiquitous use of mobile phones by people from different cultures has grown enormously. For example, mobile phones are used to perform both private and business conversations. In many cases, mobile phone conversations take place in public places. In this chapter, the authors attempt to understand if cultural differences influence the way people use their mobile phones in public places. The material considered here draws on the existing literature of mobile phones, and quantitative and qualitative work carried out in the UK (as a mature mobile phone market) and the Sudan (that is part of Africa and the Middle East culture with its emerging mobile phone market). The results presented in the chapter indicate that people in the Sudan are less likely to use their mobile phones on public transport or whilst walking down the street, in comparison to their UK counterparts. In addition, the Sudanese are more willing to switch off their mobile phones in places of worship, classes, and meetings. Implications are drawn from the study for the design of mobile phones for different cultures.

scholarly journals Internal and external communication of the cabin crew within 'Qatar Airways' airline

Marketing ◽  
2020 ◽  
Vol 51 (3) ◽  
pp. 170-178
Author(s):  
Katarina Perčević ◽  
Aleksandra Dragin ◽  
Maja Mijatov
Keyword(s):  
Cultural Differences ◽  
Business Communication ◽  
Daily Basis ◽  
Global Market ◽  
Research Results ◽  
Historical Comparative ◽  
Global Company ◽  
Different Cultures ◽  
The Impact ◽  
Practical Implications

In addition to the fact that communication is important for everyday life, it could also be considered as a determinant of business performances, on the basis of knowledge or ignorance of cultural differences between the stakeholders throughout their business interactions. Accordingly, this research is based on an analysis regarding the behavioral standards and acceptable values that one global company represents to its employees and expectations regarding the implementation of these standards and values throughout the business communication with customers, but also with colleagues, members of different cultures. Data collecting procedure and data analysis were conducted on the basis of historical, comparative and descriptive methods, including the synthesis. Also, a survey research was conducted during the 2016 on the sample that obtained ten employees in "Qatar Airways" airline. The research results pointed to the importance of fundamentally approach to cultural differences in business, especially in organizations that are operating beyond the boundaries of one national culture, in order to avoid the possible problems in business communication, which might occurate on a daily basis in international companies, but also in much smaller, especially in the field of tourism. Thus, beside the contribution to the theory regarding the impact of cultural differences on business communication, these research results might have practical implications for all of the companies that are operating within the global market.

Platforms, the Ultimate DFM for Rapid Product Development: A Case Study

2000 ◽  
Author(s):  
Byoung Sung Kim ◽  
Steven C. Condra ◽  
Robert E. Slothower ◽  
Charles J. Mann
Keyword(s):  
Product Development ◽  
Low Cost ◽  
Manufacturing Cost ◽  
Entire Family ◽  
Team Members ◽  
Development Team ◽  
Multiple Products ◽  
Short Period ◽  
The Right ◽  
The Impact

Abstract Developing the right products of good quality in a short period of time at a low cost is what every product development team dreams about. Developing multiple products with a common proven-in engine or “platform” is a powerful process that can help the team achieve the dream. In 1996, Lucent Technologies redesigned an entire family of outdoor electronic cabinets based on platforms. The impact of platform far exceeded expectation of all team members, both in terms of the development interval and manufacturing cost. For example, the first cabinet of the family took about the same development interval as in the pre-platform era. The second and third cabinets needed only about 25% of the development interval of the first. The fourth cabinet, however, consumed less than 10%; it required only 16 new parts to be designed out of an assembly total of 202 parts. In addition, all cabinets now have far fewer parts, most parts are common, and the assembly architecture is identical. The purpose of this paper is to share the experiences of the development team and describe a robust, step-by-step process that ensures the success of platform development. The emphasis has been placed on the business and process side of the project rather than technical details.

Valuation with Multiples: A Conceptual Analysis

2020 ◽  
Vol 15 (1) ◽  
Author(s):  
Andreas Schueler
Keyword(s):  
Conceptual Analysis ◽  
Market Price ◽  
Top Down ◽  
Bottom Up ◽  
The Impact ◽  
A Company ◽  
Multiple Analysis

AbstractEstimating the market price of a company with multiples is common practice. Especially if several multiples are used simultaneously, the bandwidth of value estimates might be wide. The paper aims at narrowing down this bandwidth with a conceptual analysis. I analyze the different ways to average peer multiples, the links between common multiples (‘inter-multiple’ analysis), the relevance of their components (‘intra-multiple’ analysis) and the resulting choice between a bottom-up and a top-down approach for deriving a multiple, and the impact of differing capital structures.

scholarly journals The influence of intercultural management factors as elements of management innovation

2021 ◽  
Vol 5 (2) ◽  
pp. 65-73
Author(s):  
Peter Gallo ◽  
Beata Balogova ◽  
Bohuslava Mihalcova
Keyword(s):  
Cultural Differences ◽  
Employee Training ◽  
Employee Relations ◽  
Management Innovation ◽  
Questionnaire Data ◽  
Open Environment ◽  
Intercultural Management ◽  
Different Cultures ◽  
The Relationship ◽  
A Company

In the current globalization conditions, companies operate in an open environment and constant contact with foreign managers and other interest groups. Intercultural management is an integral and important part of any international company employing and cooperating with employees from different cultures. The proper implementation of intercultural management enables the innovation of employee relations and thus supports achieving the company's goals. This paper aims to examine the influences and relations between local and foreign employees and/or managers. Research on intercultural communication and management was conducted in IT companies by collecting questionnaire data from respondents, formulating hypotheses, and examining them through the Kruskal-Wallis test. Hypotheses verification stated that statistically significant differences are in the relation between the knowledge of the company's cultural differences and the employees' years of experience. The calculated value of p = 0.04728 proved that the longer the employees work in a company interconnecting different cultures, the greater their knowledge of its cultural differences. The research verified the hypothesis on statistically significant differences in the acceptance of cultural differences in the company concerning employee training. The result of the hypothesis verification was the value of p = 0.6539, which did not confirm the hypothesis. The research showed that the employee training did not affect the acceptance of cultural differences. In companies with a labor force from diverse countries and cultures, disputes often arise in communication. The last formulated hypothesis concerning the issue focused on examining the relationship between the acceptance of disputes based on cultural differences in the company and the employee training. The calculated value of p = 0.1 did not confirm this relationship. Therefore, the employee training does not affect the acceptance of disputes in the examined companies. The present research on intercultural management could expand knowledge and innovate relationships to prevent disputes in international companies.

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