The increase of globalisation has presented businesses with unexampled opportunities for global investment and trade. Deemed by Rosabeth Moss Kanter as “one of the most powerful and pervasive influences on nations, businesses, workplaces, communities and lives” (1995, as cited in Schermerhorn et al., 2014), globalisation has allowed many multinational corporations (MNCs) to expand coordination and control of their activities to foreign countries by forming subsidiaries and joint ventures. This is necessary to establish a presence in the increasingly competitive international market and is now a pre-requisite for business survival and growth. To maintain and improve their global competitiveness, MNCs must manage both local and foreign enterprises effectively. This concept of international management can be simply described as the “management in organisations with business interests in more than one country” (Schermerhorn et al., 2014, p. 90) and is applicable to MNCs, who are defined as organisations with “extensive international operations in more than one foreign country” (Schermerhorn et al., 2014, p. 101). Undeniably, administrating operations on such a vast basis will present challenges. These challenges have been thoroughly analysed in numerous studies, which have also offered methods to develop effective policies and practices that allow MNCs to best control these factors. Despite the immense range of suggested solutions made available, these difficulties remain a steadfast force that managers must consider in every decision made for the company. Whilst the foundation of each individual challenge seemingly differs so greatly from one another, there is a connection between most that can be referred back to cultural difference...
... middle of paper ...
...in mind whilst developing the new plan. This demonstrates one of the many considerations managers face; two societies, culturally unalike, must both be somewhat satisfied with new policies introduced internationally. This reinforces the idea that challenges originate from cultural differences; the differences heavily influence intra-organisational interactions.
Interactions – especially transference of knowledge – within an organisation can be seen to have a negative association with national and organisational cultural differences. It is now realised that “knowledge-based resources are the most strategic resources of the firm” if there is a desire to sustain a competitive advantage (Ordonez de Pablos, 2004, 105). As stated prior, diverse perspectives and knowledge can improve the workforce dynamic (Combs et al., 2005, p. 348) yet the resources based off knowledge
In the last century, globalization has become a very tangible part of how business is conducted. Technological advancement allows international trade and commerce to happen rapidly and easily while the advancement in how goods are transported and how people communicate have had a drastic effect on the globalization of business. Management practices and culture also has a bearing on how international enterprise has is conducted. Managers have to adapt to different management practices, adjust to a new culture, and sometimes face ethical issues in a foreign field. Management is an important role in finance and enterprise that has far reaching consequences on the globalization of business.
Lauring, Jakob. "Managing Cultural Diversity And The Process Of Knowledge Sharing: A Case From Denmark." Scandinavian Journal Of Management 25.4 (2009): 385-394. Business Source Premier. Web. 26 Nov. 2013.
With the proliferation of the internet international Business transactions are more common today than ever. Globalization is now a key factor when creating a business strategy for most companies whether they are small family own businesses or huge corporations. Globalization however does not just involve selling a product in other countries. There are legal and cultural concerns that must be addressed. The legal aspects are fairly simple because in most places the laws are spelled out. It's the local customs, and regional way of doing things that can be tricky. Research on globalization has shown that it is not an omnipotent, unidirectional force leveling everything in its path. Because a global culture does not exist, any search for it would be futile. It is more fruitful to instead focus on particular aspects of life that are indeed affected by the globalizing process. (1). In this new economy, as it has been in the past, it will be the people not the machines who will determine a company's success. Having an effective Human Resource Management team that effectively analyze your company's current and future personnel needs is key in any business organization.
Research by (Kirton & Greene, 2000) and (Kossek & Lobel 1996) has indicated that the diversity architype evolved because it was professed to be less intimidating and controversial than favorable action which is driven by the concepts in the equality of opportunity. Cox and Blake (1991) classify the following arguments for managing cultural diversity to achieve competitive advantage:- 1. What is the difference between a.. Cost-reducing turnover and absence. 2. What is the difference between a.. Resource acquisition - this is drawing in the best employees as the employment pool shrinks and fluctuates.
Gilpin discussed the MNC’s evolution through the lenses of a number of business economic theories. Using Raymond Vernon’s Product Cycle Theory, the overseas expansion of American companies until the 1960s was shown as a means of preempting foreign competition and preserving monopoly positions, which was possible then because of the wealth and technology gaps that existed between the US and the rest of the world (282-83). Following the closing of such gaps, Dunning and the Reading School’s Eclectic Theory explained the next stage of the MNC’s evolution as propelled by the great leaps made in technology and communication, which made internationalized management both possible and viable (283). Michael Porter’s Strategy Theory, meanwhile, asserted that the MNC is now in the era of strategic management, wherein activities and capabilities spanning borders allow it to “tap into the value chain” in the most advantageous positions (285-85). Gilpin made an interesting point, however, that MNCs are oftentimes the result of market imperfections and unique corporate situations. In many instances, the decision to expand a firm’s operations in another country was a means of circumventing protectionist measures and trade barriers, or simply to curry favor with governments, as practiced by IBM (280...
Multinational enterprise (MNE) is “a company that is headquartered in one country but has operations in one or more other countries” (Rugman and Collinson 2012, p.38) that has at least one office in different countries but centralised home office. These offices coordinate global management in the context of international business. MNEs have increasingly essential influence on the development of the global economy and coordinate with other companies in different business environments. However, there are many issues involved with how MNEs operate well overseas, especially in emerging markets (EMs) (Cavusgil et al., 2013, p.5).
Indeed, the prevalence of the cultural differences in our lives upholds the fact that cultural diversity has countless benefits that affect people’s performance in various directions. First of all, it is very essential to have employees from different backgrounds because they will start to accept the fact that there are different points of view, and also they will learn how to manage to work, all together, as a group without quarreling; in other words cultural diversity will enhance group functioning. Furthermore, multiculturalism makes an organization not only focus on a single market but also open to other markets. In fact, a study has been conducted, and it perfectly proves the pros that cultural diversity has on companies. Simply, it shows how the presence of different cultures causes the majority of the employees to learn new skills, which affects the general performance of the organization.
A Multinational Corporation, also known as MNC, is a corporation that has its facilities and other assets in more than one country, in addition to its home country. These corporations operate comprehensively in more than one country by having a main office in a centralized location where they systematize global management and have offices and/or factories in different countries. Multinational corporations may participate in numerous activities such as manufacturing, importing and exporting to different countries. In addition, it may also lend its licenses, patents and managerial services to the firms in its host countries. There are four types of Multinational Corporations, which are listed below: 1) a multinational, decentralized corporation with strong home country presence 2) a global, centralized corporation that acquires cost advantage through centralized production wherever cheaper resources are available 3) an international company that builds on the parent corporation's technology or R&D 4) a transnational enterprise that combines the previous three approaches Unfortunately, a Multinational Corporation can operate in an unethical manner in a country that is less developed by exploiting natural resources of the host country, the workers and by reaping excessive profits.
Svensson, G., 2001. 'Globalization' of Business Activities: A 'Global Strategy' Approach, Management Decision, 39(1), pp.6-18.
A well-managed bi-cultural team is proven to be a success because when people from different backgrounds bring their own unique cultural experiences to the situations they face in their companies and this broader perspective of viewpoints tends to allow for a better ultimate resolution, however if those teams are not managed properly, and if the size of those teams are not managed, and the individuals are not catered to, the cons may outweigh the
There is no doubt that the business world is changing rapidly and that many factors are also simultaneously interacting. Perhaps these factors are created by cultural diversity.
Globalisation has been one of the most significant developments of the last half century, and issues such as trade and international commerce have become increasingly important. In consequence, problems such as poverty, unfair wages and poor working conditions in third world countries have been drawn to the attention of consumers (Hayes and Moore, 2007). This is a growing global issue which cannot be ignored by anyone concerned about the problems in developing countries. Free trade and Fair Trade have both been offered as solutions to these issues.
I. Introduction: Globalization and the Growth of Multinational Corporation With the emergence of economic globalization, corporations are boundless, without home territories. The most widely accepted principle of multinational corporations, sometimes called multinational enterprises or translational corporations, is to maximize shareholder wealth. MNCs enact corporate strategies to improve cash flows, market share, and ultimately enhance shareholder profit. Shareholders today expect double-digit returns, yet the global economy barely accomplishes an annual average rate of growth of only 2-3 percent, especially since the unfinished financial crisis in 2009. Mired in domestic saturated markets, MNCs have gone beyond local investment to investing in a foreign country.
The progression and evolution of international business has played an integral role in the overall development and progress of the world economy, culture, and politics. The multinational corporation was an essential part of this process and has roots as far back as the 15th and 16th centuries in Western Europe, specifically in the nations of England and Holland, during a period known as mercantilism. This was a time of unprecedented global exploration, colonization, and other imperialist ventures. Organizations such as the British East India Trading Company, promoted both global trade and the acquisition of natural resources, primarily for their home countries in areas including Africa, East Asia, and the Americas. Global trade was the primary factor in the growth of the world economy during this time. However the modern MNC, as it is known today, did not appear until the 19th century. These new entities provided a new level of inter-firm connectedness, a wider division of labor, and a higher level of product integration across countries in which MNCs are growing. Studies have shown that modern MNCs are characterized by a high degree of complexity, and have not followed a linear pattern in their development. In addition, it is crucial to understand the geographical context in which these MNCs were founded. This paper will analyze the development of the multinational corporation (MNC) from the 1870s to the modern day and examine it what ways, and to what degree it has changed over time.
Nowadays, business is set in a global environment. Companies not only regard their locations or primary market bases, but also consider the rest of the world. In this context, more and more companies start to run multinational business in various parts of the world. In this essay, companies which run multinational business are to be characterized as multinational companies'. By following the globalization campaign, multinational companies' supply chains can be enriched, high costs work force can be transformed and potential markets can be expanded. Consequentially, competitive advantages of companies can be strengthened in a global market. Otherwise, some problems are met in the changed environments in foreign countries at the same time. The changed environments can be divided into four main aspects, namely, cultural environment, legal environment, economic environment and political system problems. All the changed environments make problems to multinational companies. In particular, problems which are caused by changed culture environment are the most serious aspect of running a multinational business. This essay will discuss these problems and give some suggestions to solve them.