scholarly journals Effective Cross-Cultural Relationships in Multinational Corporations. Foreign Subsidiaries' Viewpoint

2013 ◽  
Author(s):  
Małgorzata Rozkwitalska
Keyword(s):  
Multinational Corporations ◽  
Cross Cultural ◽  
Foreign Subsidiaries

scholarly journals Country-of-origin effect on manager’s competence evaluations

2013 ◽  
Vol 5 (4) ◽  
pp. 5-21 ◽  
Author(s):  
Ewa Magier-Łakomy ◽  
Małgorzata Rozkwitalska
Keyword(s):  
Multinational Corporations ◽  
Professional Competence ◽  
Country Of Origin ◽  
Cross Cultural ◽  
Foreign Subsidiaries ◽  
Cultural Stereotypes ◽  
Managerial Competence ◽  
Management Students ◽  
Origin Effect

Abstract Functioning of multinational corporations requires international staffing decisions, which involves, among other issues, sending expatriates to foreign subsidiaries and/or hiring inpatriates in the headquarters. The evaluation of a manager’s professional competence by his/her subordinates, peers or superiors is determined, for example, by cultural stereotypes intertwined with the manager’s nationality. Such an evaluation may affect the quality of cross-cultural interactions and therefore influence effectiveness of a MNC’s staff. Thus the aim of this paper is to initially verify whether the country-of-origin of a manager may affect the perception of his/her professional competence. The analysis of this relationship is based on the literature review and the empirical findings from the authors’ research. An experiment on management students is the research method that was applied in the study. As a result, the authors attempt to examine whether there are cultural stereotypes that ascribe higher or lower managerial competence to individuals from certain countries. The analysis may also contribute to the literature and research on liability of foreignness as well as cultural stigmatization issues. The empirical findings from the pilot study suggest that the nationality of a manager may affect the evaluation of his/her competences by other people.

Human Resource Management in the African Context

2021 ◽  
pp. 305-326
Author(s):  
Frank M. Horwitz ◽  
Linda Ronnie
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Multinational Corporations ◽  
Human Resource ◽  
Emerging Market ◽  
Cross Cultural ◽  
Employment Relations ◽  
Policy And Practice ◽  
African Countries ◽  
New Findings

This chapter provides a critical overview of the evolving human resource management (HRM) research context, labor market developments, insights regarding cross-cultural diversity, human resource practices, issues pertaining to the efficacy of adoption of Western and East Asian international HRM, and employment relations in African countries. Given the influence of multinational corporations on the diffusion and development of HRM in African countries, issues pertaining to their influence are critically evaluated. Even with the increasing focus on the Chinese–African HRM nexus, studies on African management or HRM are often country specific, occasionally comparative, and variously suggest that HRM practices follow the convergence perspective, “cross-convergence” perspective, or divergence perspectives. There are still unexplored issues relating to African management or HRM, and new findings could reshape the research agenda, HRM policy, and practice. Though often country or regionally focused, there is evidence of increasing research on HRM issues and mergers and acquisitions, impacts of privatization on HRM, knowledge appropriation, emerging market multinational corporation HRM policy and practice, diversity and cross-cultural management, HIV/AIDS policy implementation issues, sustainable development and corporate social responsibility, and impacts of the institutional and regulatory environment on HRM and employment relations.

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.

Resource Flows within Multinational Corporations: Implications for Subsidiary Strategy

2002 ◽  
Vol 3 (1) ◽  
pp. 25-46
Author(s):  
Jiatao LiTrond Randøy ◽  
Trond Randøy
Keyword(s):  
Multinational Corporations ◽  
Multinational Corporation ◽  
Strong Support ◽  
Two Dimensions ◽  
Service Industries ◽  
Foreign Subsidiaries ◽  
Global Integration ◽  
Foreign Companies ◽  
Resource Flows ◽  
Subsidiary Roles

Built on the network conceptualization of the multinational corporation (MNC) in the literature, this paper explores three sets of intra-MNC resource flows that facilitate global integration: capital, knowledge, and product flows. By considering both the direction and intensity of the resource flows, this paper presents a framework for analyzing the strategic roles of foreign subsidiaries. We explore this framework with data on U.S. subsidiaries of foreign companies in 46 manufacturing and service industries and 24 MNC home countries. Differences in subsidiary roles are analyzed along two dimensions: the extent to which the subsidiary is a provider of resources to, or a user from, the MNC network. The results provide strong support for differentiated subsidiary roles in relation to the direction and intensity of intra-MNC resource flows. This framework provides managers with better understanding of global integration across subsidiaries.

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.

Marketing Channel Management by Multinational Corporations in Foreign Markets

2018 ◽  
Vol 82 (4) ◽  
pp. 49-69 ◽  
Author(s):  
Rajdeep Grewal ◽  
Amit Saini ◽  
Alok Kumar ◽  
F. Robert Dwyer ◽  
Robert Dahlstrom
Keyword(s):  
Political Economy ◽  
Multinational Corporations ◽  
Research Agenda ◽  
Marketing Channel ◽  
Marketing Channels ◽  
The Political ◽  
Channel Management ◽  
Foreign Subsidiaries ◽  
Foreign Markets ◽  
Channel Structures

Multinational corporations (MNCs) are adopting increasingly diverse and complex marketing channels to sell their products worldwide. They strive to manage channels that confront diverse demands from headquarters, foreign subsidiaries, and local partners as well as complex market environments. Because extant research on MNCs’ marketing channels is sparse, the authors propose an organizing framework to spur and guide research on MNC channel management. As a meta-theory that integrates economic and social elements of MNC channel management, the political economy perspective is used to propose two testable frameworks pertaining to determinants of (1) MNC marketing channel structures and processes and (2) MNC marketing channel outcomes. Building on these frameworks, the authors advance a research agenda to test substantive relationships, elaborate new constructs, and illustrate new contexts pertaining to MNC marketing channels. A set of propositions illustrates the applicability of these conceptual frameworks.

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