Communication (Intercultural and Multicultural) at Play for Cross Cultural Management within Multinational Corporations (MNCs)

2016 ◽  
pp. 62-92 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Multinational Corporations ◽  
Cross Cultural ◽  
Cultural Communication ◽  
Cultural Management ◽  
Cross Cultural Communication ◽  
General Management ◽  
The World ◽  
Cross Cultural Management ◽  
Foreign Enterprises ◽  
General Communication

With the globalization of economy, multinational corporations (MNCs) and joint ventures are expanding across the world, and China's vast market is attracting more foreign enterprises. Hence, misunderstanding, or even conflicts in employees' communication and cooperation in these cross-cultural enterprises exist more often than not. Compared with the general management activities, cross-cultural communication is more difficult than the general communication. Therefore, how to overcome the barriers in cross-cultural communication and how to achieve effective communication among employees is a common problem of all cross-cultural aMNCs. Hence, the purpose of this chapter is on communication, intercultural communication and multicultural communication in MNCs. The chapter will cover the meaning of multinational corporations, as well as language and diversity, and the roles that language and diversity play in MNCs. The chapter will conclude with factors to be sensitive about when becoming effective cross cultural managers for MNCs.

Communication (Intercultural and Multicultural) at Play for Cross Cultural Management within Multinational Corporations (MNCs)

2016 ◽  
pp. 1781-1811
Author(s):  
Ben Tran
Keyword(s):  
Multinational Corporations ◽  
Cross Cultural ◽  
Cultural Communication ◽  
Cultural Management ◽  
Cross Cultural Communication ◽  
General Management ◽  
The World ◽  
Cross Cultural Management ◽  
Foreign Enterprises ◽  
General Communication

With the globalization of economy, multinational corporations (MNCs) and joint ventures are expanding across the world, and China's vast market is attracting more foreign enterprises. Hence, misunderstanding, or even conflicts in employees' communication and cooperation in these cross-cultural enterprises exist more often than not. Compared with the general management activities, cross-cultural communication is more difficult than the general communication. Therefore, how to overcome the barriers in cross-cultural communication and how to achieve effective communication among employees is a common problem of all cross-cultural aMNCs. Hence, the purpose of this chapter is on communication, intercultural communication and multicultural communication in MNCs. The chapter will cover the meaning of multinational corporations, as well as language and diversity, and the roles that language and diversity play in MNCs. The chapter will conclude with factors to be sensitive about when becoming effective cross cultural managers for MNCs.

scholarly journals MANAGING CROSS-CULTURAL DIFFERENCES IN MULTINATIONAL CORPORATIONS OF THAILAND

2018 ◽  
pp. 61-72
Author(s):  
Shiva Rajpal ◽  
Irina Onyusheva
Keyword(s):  
Multinational Corporations ◽  
Geographic Region ◽  
Cross Cultural ◽  
Cultural Management ◽  
Cross Cultural Communication ◽  
Cross Cultural Differences ◽  
Political Ideologies ◽  
The World ◽  
Cross Cultural Management ◽  
Global Project

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.

FAMILY TRADITIONS: REFLECTION OF SOME FAMILY TRADITIONS IN THE LINGUISTIC PICTURE OF THE WORLD (ON THE BASIS OF ENGLISH AND UZBEK PROVERBS AND IDIOMS)

2020 ◽  
Vol 1 (3) ◽  
pp. 49-56
Author(s):  
Feruza Mamatova ◽  
Keyword(s):  
Cross Cultural ◽  
Cultural Communication ◽  
Cross Cultural Communication ◽  
The World ◽  
Marriage Partner ◽  
The Status ◽  
The Subject

The present paper aims to compare the principles of choosing a marriage partner and analyse the status of being in the marrriage in the frame of family traditions that are totally inherent to the both of the nations: English and Uzbek. It is known that interconnection and cross-cultural communication between the countries of these two nationalities have been recently developed. The purpose to give an idea about these types of family traditions and prevent any misunderstanding that might occur in the communications makes our investigation topical one. The research used phraseological units as an object and the marriage aspects as the subject

scholarly journals Animation Cross-Cultural Communication from the Perspective of Semiotics

2020 ◽  
Vol 2 (1) ◽  
Author(s):  
Hao Yan
Keyword(s):  
Production Capacity ◽  
The United States ◽  
Cultural Influence ◽  
Cross Cultural ◽  
Cultural Communication ◽  
Cultural Industries ◽  
Cultural Industry ◽  
Animation Industry ◽  
Cross Cultural Communication ◽  
The World

<p>In today's globalization, each country in the world is exporting its own economic, political and cultural ideas. The animation industry is part of the cultural industry. China is at a disadvantage in the export in cultural industries. There is a huge gap between China and countries like Japan, Europe and the United States and other countries regarding the animation industry. Therefore, it is necessary to learn the experience and technology of advanced countries to improve ourselves, not only to improve the animation production capacity of China, but also to enhance cultural influence in the international community.</p>

The Term “Global” in Cross-Cultural Studies

2014 ◽  
pp. 166-208
Author(s):  
Bice Della Piana ◽  
Mario Monteleone
Keyword(s):  
Computational Linguistic ◽  
Cultural Studies ◽  
Textual Analysis ◽  
Cross Cultural ◽  
Cultural Management ◽  
Cultural Research ◽  
Cross Cultural Research ◽  
The World ◽  
Cross Cultural Management ◽  
Cross Cultural Studies

Globalization in its broadest sense is part of the strongest external environmental forces that affect organisations today (Daniels, Radebaugh, & Sullivan, 2011). Despite the “slogan” that globalization is likely to produce homogeneity in various cultures, different civilizations of the world will reassert themselves to preserve their cultural heritages. This means it is necessary to consider the dynamics of the continued interplay between various trends in world cultures and the process of globalization. Moving from these considerations, cross-cultural management research seems to be the natural framework for using the term globalization. Cross-cultural research has received considerable attention by management scholars. The purpose of this study is to understand the connotation of the term “global” used in the context of cross-cultural studies and the enrichment of his meaning in the last four decades. To achieve it, the authors use a computational linguistic tool, namely an automatic textual analysis software, by means of which they locate and extract specific linguistic expressions. This allows retrieval and location of a series of concepts that denote and connote the term “global” over the last four decades.

The World Wide Web and Cross-Cultural Teaching in Online Education

2009 ◽  
pp. 1020-1042
Author(s):  
Tatjana Takševa Chorney
Keyword(s):  
World Wide Web ◽  
World Wide ◽  
New Technologies ◽  
Online Communication ◽  
Cross Cultural ◽  
Cultural Communication ◽  
Mediated Communication ◽  
Cross Cultural Communication ◽  
The World ◽  
Interactive Nature

Computer-mediated communication (CMC) and the properties of the online environment in general are inherently suited to help educators reconceptualize their role and engage in constructive cross-cultural communication. This is due to the new technologies’ potential to enable collaborative teaching in an environment of diverse users and to support multiple learning styles. At the same time, the presence of collaborative technology itself does not guarantee that successful cross-cultural communication and learning will take place. The disembodied nature of online communication can sometimes add to the inherent challenges that accompany face-to-face cross-cultural communication. Instructors who teach in cross-cultural contexts online will need to engage with the new technologies in a more purposeful way and apply that engagement to program design and teaching practice. They will need to devote some time to designing for interaction and collaboration in order to overcome common challenges in cross-cultural communication. A more systematic study of the open-ended and interaction- enabling properties of the World Wide Web would help those who design for diversity in online educational environment. The open-ended and interactive nature of the World Wide Web, as the main platform for online crosscultural teaching, can serve as a conceptual model to help teachers overcome common challenges in cross-cultural communication.

scholarly journals Cross-Cultural Hindrances and Ways of Overcoming Them in the Process of Communication

2015 ◽  
Vol 11 (1 (13)) ◽  
pp. 119-126
Author(s):  
Narine Harutyunyan
Keyword(s):  
Communication Strategies ◽  
Cross Cultural ◽  
Cultural Communication ◽  
Cross Cultural Communication ◽  
The World ◽  
Intracultural Communication ◽  
The Way

The present study aims to explore the factors that hinder the realization of cross-cultural communication. It is culture that defines the participants of communication, the choice of topics and communication strategies, the context, the way and conditions of transmitting messages, the method of encoding and decoding information, the set of communicative steps, and so on. In the process of the contact of cultures the national-specific peculiarities, unperceived during intracultural communication, become apparent. During cross-cultural contacts a clash of two worldviews talces place. In this article we make an attempt to consider the mechanisms of transformation of the vision of the world in the process of cross-cultural communication, using two contacting linguocultures as an example.

Cross-Cultural Communication Differences in Online Learning

2019 ◽  
pp. 159-171
Author(s):  
Tasha Peart
Keyword(s):  
Online Learning ◽  
Online Education ◽  
Historical Context ◽  
Cross Cultural ◽  
Future Research ◽  
Cultural Communication ◽  
Cross Cultural Communication ◽  
Cross Cultural Differences ◽  
The World ◽  
Communication Differences

This chapter discusses and evaluates research on cross-cultural communication differences in online learning at the university level. It starts out by discussing the growth of online education in recent years and the historical context of online education. The chapter then evaluates research on differences in cross-cultural online learning primarily between university students from the Western part of the world compared to students from the East. Barriers in cross-cultural online education cited in the literature include language, technology, and instructional design. Future research on Western-based online education should assess cross-cultural differences for students from other parts of the world including Africa, the Caribbean, and Latin America.

Cross-cultural Research in New Zealand Organisations: What We Know and What Needs to Be Addressed

1995 ◽  
Vol 1 (2) ◽  
pp. 14-32 ◽  
Author(s):  
Lee Moya Ah Chong ◽  
David C. Thomas
Keyword(s):  
New Zealand ◽  
Multinational Corporations ◽  
Business Environment ◽  
Two Dimensions ◽  
Cross Cultural ◽  
Target Market ◽  
Research Attention ◽  
Cultural Management ◽  
Cultural Research ◽  
Cross Cultural Management

AbstractBusiness in New Zealand is increasingly global in nature. Additionally, the domestic workforce reflects a unique blend of cultural groups. These factors highlight the need for managers to understand the cross-cultural nature of their task. In this article we review the research on cross-cultural management that has been conducted in New Zealand. Findings in seven topic areas of management (job satisfaction, motivation and performance, absenteeism and turnover, leadership, communication, group behaviour and employee adaptation) are discussed. We then identify areas that might benefit most from research attention.This research was supported in part by the Carnegie Bosch Institute for Applied Studies in International Management. The authors gratefully acknowledge the helpful comments of Kerr Inkson and John Deeks on earlier versions of this manuscriptThe increasingly multicultural nature of the business environment has become widely recognised as a management issue (Adler and Ghadar 1990). New Zealand is neither a large target market (population under 3.5 million) nor is it the headquarters of a large number of multinational corporations. However, because of its geography, it is dependent on international business for its quality of life. Additionally, its unique domestic cultural environment provides a dramatic back drop for cross-cultural management. These two dimensions make cross-cultural management a particularly salient issue in New Zealand.

Cross-cultural Research in New Zealand Organisations: What We Know and What Needs to Be Addressed

1995 ◽  
Vol 1 (2) ◽  
pp. 14-32
Author(s):  
Lee Moya Ah Chong ◽  
David C. Thomas
Keyword(s):  
New Zealand ◽  
Multinational Corporations ◽  
Business Environment ◽  
Two Dimensions ◽  
Cross Cultural ◽  
Target Market ◽  
Research Attention ◽  
Cultural Management ◽  
Cultural Research ◽  
Cross Cultural Management

AbstractBusiness in New Zealand is increasingly global in nature. Additionally, the domestic workforce reflects a unique blend of cultural groups. These factors highlight the need for managers to understand the cross-cultural nature of their task. In this article we review the research on cross-cultural management that has been conducted in New Zealand. Findings in seven topic areas of management (job satisfaction, motivation and performance, absenteeism and turnover, leadership, communication, group behaviour and employee adaptation) are discussed. We then identify areas that might benefit most from research attention.This research was supported in part by the Carnegie Bosch Institute for Applied Studies in International Management. The authors gratefully acknowledge the helpful comments of Kerr Inkson and John Deeks on earlier versions of this manuscriptThe increasingly multicultural nature of the business environment has become widely recognised as a management issue (Adler and Ghadar 1990). New Zealand is neither a large target market (population under 3.5 million) nor is it the headquarters of a large number of multinational corporations. However, because of its geography, it is dependent on international business for its quality of life. Additionally, its unique domestic cultural environment provides a dramatic back drop for cross-cultural management. These two dimensions make cross-cultural management a particularly salient issue in New Zealand.

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