TITLE

When cultures collide

AUTHOR(S)
Pooley, Richard
PUB. DATE
March 2005
SOURCE
Management Services;Spring2005, Vol. 49 Issue 1, p28
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
This article discusses the significance of developing an awareness of cross-cultural factors in international business. It is still rare for senior executives to take cross-cultural differences seriously when making decisions on mergers, acquisitions, joint ventures and licensing agreements in the international arena. It does not help that institutional shareholders and analysts rarely regard cross-cultural differences as significant, either. Yet there is plenty of evidence that cultural differences are a major reason why so many of cross-border joint ventures fail. It is rare for organizations to bother with the details of how the people lower down the hierarchy will run meetings, make decisions, solve problems, manage staff and communicate proposals. Yet, people from different cultures carry out all these procedures differently in diverse ways. The trouble is, each culture assumes their way is the normal one. Unexplained deviations from these norms are perceived as, well, deviant and even devious. Different types of cross-border deals require a variety of solutions. The company Canning, has been helping organizations find and deliver the right mix of solutions to cross-cultural issues since 1965. INSET: Offshore English in action.
ACCESSION #
16474613

 

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