scholarly journals ENTERPRENEURAL ENVIRONMENT & CROSS-CULTURIAL MANAGEMENT: A ROAD MAP FOR SUSTAINING AFRICAN DEVELOPMENT

2019 ◽  
Vol 2 (2) ◽  
Author(s):  
Ellis I. Idemobi ◽  
Gabriel A. Onukwuli

For African operations to succeed in Western countries, African entrepreneurs must embrace entrepreneurs’ environmental management competencies as part of a strategic focus for crosscultural management. This article examines entrepreneurial environment and cross-cultural management as a road map of sustaining African development. The specific objectives are to explore the relationship between entrepreneurial environment and cross-cultural management; to examine why cross-cultural orientation is important in African entrepreneurs; and to determine the effect of globalization on entrepreneurial environment and cross-cultural management. This paper argued that entrepreneurial culture, environmental turbulence and global network competencies improve the relationship between entrepreneurial environment and cross-cultural management. Therefore, by drawing insights from the existing review of the literature, our purpose is to improve understanding of the relationship between entrepreneurial environment and cross-cultural management under the moderating effects of entrepreneurial culture, macro environment and global network competence. A model of entrepreneurial environment and cross-cultural management is also suggested to provide useful insights in the context of African entrepreneurs.

2011 ◽  
pp. 139-162
Author(s):  
Nhu T. B Nguyen ◽  
Katsuhiro Umemoto

Although the term “Cross-Cultural Knowledge Management” (CCKM) appeared in the recent literature, no study has defined CCKM yet. This is the first study that discusses the process of cross-cultural knowledge creation. Reviewing the literature on the relationship between cross-cultural management (CCM) and knowledge management (KM), we found that the term CCKM is emerged from two streams. The first stream used CCKM to describe KM in a cross-cultural environment while the second stream explored culture as knowledge. Following two streams, we then define CCKM as a series of practices to recognize and understand cultural differences to develop a new culture thereby adjusting to cross-cultural environment. This definition helped us to examine the process of cross-cultural knowledge creation and the role of leadership in this process. Not only contributing to developing KM in a new way that can be applied to practice in utilizing and creating cross-cultural knowledge for KM activities, but this chapter also may have many practical implications for leaders to manage effectively cross-cultural knowledge of members in organizations.


Author(s):  
Shiva Rajpal ◽  
Irina Onyusheva

As corporations expand and their business activities increase, their focus is not limited only to the local geographic region but to the world. This, in turn, has led to the emergence of multinational corporations, sometimes called transnational corporations or even global firms. With the advent of new political ideologies, multinational corporations have found their firm footing all around the world. Having a cross-cultural team can help in providing a varied experience and advanced thinking in the establishment of competitive position among organizations. Definitely, there could be some interference in completing projects due to this diversity but the manager should be better equipped to face this challenge so that to avoid and prevent cultural misunderstandings. In this paper we will try to look at some of the theories related to cross-cultural management and some methods such as motivational training of employees dealing with the related issues. The paper shows that global project management can succeed through culturally aware leadership, cross-cultural communication, and mutual respect.


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