in equality, is today a multicultural mosaic of over 290 million people of varying race and cultural heritage. American culture portrays a strong sense of regional and ethnic identity, which is represented by a number of subcultures and influenced by the country’s vast geographical and regional differences. America’s influence on business culture across the globe is unmistakable. Understanding the cultural assumptions, values and artefacts are paramount to doing sustainable profitable business in
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LEADERSHIP ACROSS CULTURES: THE ROLE OF CROSS-CULTURAL COMMUNICATION COMPETENCE Dr. Alexi Matveev College of Staten Island New York, NY, USA Dr. Elena Lvina Concordia University Montreal, Quebec, Canada Abstract New theoretical frameworks are needed to better understand effective transformational leadership in different cultural contexts. In this article we illustrate the relationship between transformational leadership and the cross-cultural communication competence frame. We show
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LEADERSHIP ACROSS CULTURES: THE ROLE OF CROSS-CULTURAL COMMUNICATION COMPETENCE Dr. Alexi Matveev College of Staten Island New York, NY, USA Dr. Elena Lvina Concordia University Montreal, Quebec, Canada Abstract New theoretical frameworks are needed to better understand effective transformational leadership in different cultural contexts. In this article we illustrate the relationship between transformational leadership and the cross-cultural communication competence frame. We show
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International Economic Conference of Sibiu 2013 Post Crisis Economy: Challenges and Opportunities, IECS 2013 Global Strategy: the Case of Nissan Motor Company Sorin-George Tomaa, Paul Marinescua * a Faculty of Administration and Business, University of Bucharest, Romania Abstract The concept of global strategy has become prominent in the international business and management literature in the 1980s. The aims of our paper are to render in brief the concept of global strategy and to highlight some
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What language was spoken? Did you notice any forms of unspoken language? Your answers to these questions will give you some insight to the country’s culture. We’ll be exploring cultural differences and their effect on business in this chapter. Even if you haven’t traveled to a foreign country, you can still see cultural differences within the U.S. Think about the concept of time for example. How do people on the East Coast view time? You might have answered that East Coasters often see time as
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Association www.ihrim.org More and more Canadian-based companies are conducting their business in other countries. Huge global companies like Noranda, Labatt’s, and Molson’s have long had extensive overseas operations. Global changes such as the rapid development of demand in the Pacific Rim and other areas of the world means that business success depends on the ability to market and manage overseas. Of course, to foreign companies like Toyota, Canada is “overseas,” and thousands of foreign
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ANRV296-PS58-19 ARI 17 November 2006 1:33 Annu. Rev. Psychol. 2007.58:479-514. Downloaded from arjournals.annualreviews.org by University Of Maryland on 12/11/06. For personal use only. Cross-Cultural Organizational Behavior Michele J. Gelfand,1 Miriam Erez,2 and Zeynep Aycan3 1 Department of Psychology, University of Maryland, College Park, Maryland 20742; email: mgelfand@psyc.umd.edu 2 Technion, Israel Institute of Technology, Technion City, Haifa, Israel 32000; email:
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The power behind the recent surge in Asia’ economy may have developed from the s tenets of one of that continent’ earliest philosophers. s The Confucius Connection: From Cultural Roots To Economic Growth Geert Hofstede Michael Harris Bond J n 1968,the late Nobel-prize-winning mist Gunnar Myrdal published Asian Drama that described tions into the failure in South ment policies different Korea, econo- a book entitled his investigadevelopAsia. a very South however, countries Malaysia
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AMITY GLOBAL BUSINESS SCHOOL Cultural Differences between China And Italy SUBMITTED BY KUSHAGRA MEHROTRA GROUP –B A0102314029 MBA HR ABSTRACT International management studies have been based primarily on the comparison of managerial behavior in countries around the world. Often, these studies have implied that businesspeople behave similarly with their domestic colleagues as with their foreign counterparts which indeed sums up to conflicting results. Context of the negotiations
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play a critical role in global innovation. Firms can overcome resource constraints and achieve superior innovative performance not only by using internal resources but also by acquiring knowledge-based capabilities from alliance partners. In this study, the authors investigate how knowledge acquired from alliance partners affects organizational knowledge creation, which in turn leads to innovative performance. The authors propose that the knowledge–innovation relationship is stronger in international
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