The Impact of Globalization on Cross-Cultural Communication Sample

Table of Content


In a planetary environment the ability to pass on efficaciously can be a challenge. Even when both parties speak the same linguistic communication there can still be misinterpretations due to ethic and cultural differences. Over the last decennary. there have been infinite illustrations from the concern sector that show how hapless communicating can take to hapless organisational public presentation. Understanding the impact of globalisation on cross-culture communicating is imperative for organisations seeking to make a competitory advantage in the planetary market.

Recent economic challenges farther highlight the demand for organisations to develop the internal communicating capacity necessary to command and supervise external menaces. As society becomes more globally connected the ability to pass on across cultural boundaries has gained increasing prominence. Global concerns must understand how to pass on with employees and clients from different civilizations in order to carry through the organization’s mission and construct value for stakeholders.

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The usage of engineering has had a profound impact on how concerns communicate globally and market their merchandises and services. However. with the promotions in engineering organisations must still be connoisseur of the civilization nuisances that can potentially present obstructions in seeking to increase net incomes and market portion. Harmonizing to Genevieve Hilton. “cultural proficiency doesn’t mean memorising every cultural nicety of every market. It’s cognizing when to listen. when to inquire for aid. and when—finally—to speak”  For companies involved in planetary concern operations the relationship of directors and subsidiaries in transnational houses is of import.

In research conducted by Thomas and Ravlin it was found that participants to whom nationality was more of import indicated lower perceptual experiences of similarity with the director. lower purposes to tie in. and lower perceptual experiences of managerial effectivity.  To exemplify the importance of communicating on constructing relationships globally consider the illustration of the United States an South Korea. The relationship between these two states is one built upon a rich history.

In 1884. the United States authorities became the first foreign entity to buy belongings in Korea. Before this clip no alien was permitted to populate inside Seoul. Despite important cultural differences. South Korea and the United States have been able to develop a communicating procedure that other states seek to retroflex. The American Chamber of Commerce in Korea was established in 1953 with the main intent to advance the promotion of trade and commercialism between Korea and the United States. Article II of the Chamber’s fundamental law outlines the undermentioned six aims.

To advance the development of commercialism between the United States of America and Korea ;To advance step calculated to profit and protect the involvements in Korea of member companies and citizens of the United States ;To stand for. express. and give consequence to the sentiments of the Chamber concern community of the United States sing trade. commercialism. finance. industry. and related inquiries ; To roll up. measure. and circulate among its members statistical and other information refering commercialism or other projects of involvement to them ; To tie in and collaborate with other organisations sharing common involvements ; To make any and all other things incidental or related to the attainment of the above aims.

When states are able to interchange thoughts and communicate in an unfastened society everyone benefits. Kathleen Stephens. U. S. Ambassador to the Republic of Korea. summed it up by stating. “we must utilize our shared involvements and values to congratulate and transform each other’s growth”. The chief intent of this survey is to develop a cross-cultural communicating theoretical account that can be applied by companies that communicate with employees from different civilizations. The purpose is to place the stairss that leaders of organisations viing in a planetary environment should see when pass oning to different civilizations. This survey uses a group a college pupils take parting in the 2nd Korea America Student Conference ( KASC ) as the chief research beginning for making the theoretical account.

KASC is supported by the International Student Conferences. a non-profit organisation located in Washington. D. C. . which sponsors student-run educational and cultural exchange plans for university pupils from the United States. Japan. and Korea. The research workers used a mix of qualitative and quantitative research methodological analysiss to bring forth the theoretical account. A comparative literature reappraisal is conducted and organisational illustrations of Samsung and Hyundai are considered to show the impact of globalisation on cross-culture communicating patterns. The survey besides highlights the action research methodological analysis that was employed to plan the cross-culture communicating theoretical account. In decision. the 4 C’s Global Leadership Model is introduced to show how organisational leaders can make invention in a planetary environment by pull offing struggle. communicating. creativeness. and connectivity.

Literature reappraisal

Research on cross-cultural communicating frequently focuses on understanding how single differences act upon our ability to pass on with others. Since most persons grow up within a individual civilization holding to interact with others from a different civilization or background can stand for a challenge  . Exposure to different civilizations affects our ability to pass on with others in a manner that leads to positive results. Fink. Neyer. and Kolling propose that research workers involved in cross-cultural surveies should develop an apprehension of the interrelatednesss between cultural dimensions. cultural criterions. and personality traits  . This increased consciousness helps an person to pull off their ain cross-cultural behaviour every bit good as that of others.

Reza Najafbagy refers to co-orientation. the ability to familiarise all facets of one’s ain life in relation to person of a different civilization. as a primary constituent of intercultural communicating  . Persons that have experienced different civilizations are more aware of how to change their communicating manner so that others understand the information they are seeking to reassign. Research conducted by Seak and Enderwick revealed the importance of supplying cross-cultural communicating and preparation accomplishments for exiles assigned to foreign locations in peculiarly. China. Hong Kong. Taiwan. Japan and South Korea.

Now more than of all time planetary organisations must guarantee that their employees have the accomplishments required to pass on across cultural boundaries. Cross-cultural communicating enhances invention by leting for corporate job resolution and the unfastened airing of information [ 10 ] . Cohen and Levinthal define the term absorbent capacity as an organization’s ability to place and acknowledge the value of new external information. absorb it. and implement it into their concern operations [ 11 ] . Organizations that understand the importance of external information are better able to utilize their nucleus competences to make a competitory advantage. Cross-culture communicating enhances an organization’s absorbent capacity because it provides a new of position for fulfilling the demands of stakeholders.

Communication is the life-blood of organisations and must be allowed to flux throughout the full organisation. However. when information flows are random and there is no evident directive of how to use the outside cognition the organisation will non profit. Productivity decreases when organisational leaders are non able to pass on clear and concise outlooks. Furthermore. struggle and tenseness arises when employees do non understand how their personal attempts contribute to the overall success of the organisation. Culture can impact how we perceive the actions of others. Ambassador Stephens gave the illustration of a “cheerleading group from North Korea that was take parting in a athleticss competition in South Korea. When the group was heading to the locale one of the cheerleaders yelled for the coach halt.

She so proceeds to acquire off the coach in the rain to acquire a posting of the North Korean leader that was acquiring moisture. Why? Normally. 70 % of Americans would state it was for show. 70 % of Koreans would react that the cheerleader truly felt something . Our perceptual experience of others straight affects how we interpret their behaviour and actions. Effective cross-culture communicating requires that we base our perceptual experiences on facts and non simply on personal prejudices and biass. The Global Leadership and Organizational Behavior Effectiveness Project ( GLOBE ) examined cultural values of organisational patterns and leading. The survey focuses on placing cultural influences on leading and direction patterns. Some bookmans believe that as society becomes more interrelated cultural differences will meet . Even though some convergence may happen over clip. states will still keep distinguishable cultural differences that will exceed engineering and external influences.

Successful concern leaders must be able to equilibrate organisational aims with external planetary challenges. As organisations become more interrelated the function of leaders in pull offing planetary squad is going progressively of import. Bing able to voyage through different cultural niceties is a cardinal accomplishment for planetary leaders. Rabotin defines cultural intelligence as “the ability to interact with others from diverse cultural backgrounds. being cognizant of our cultural values that drive our attitudes. behaviours. and beliefs”. Regardless of their geographic location leaders must be able to pass on across boundary lines in order to make a competitory advantage and achieve consequences. It is clearly evident that physical boundaries are progressively going transparent. A planetary leader must be cognizant of their personal cultural prejudices and be willing to alter their sentiments by larning from those that are different from them.

In research conducted by Choi and Chang it was noted that organisational civilization straight impacts the attitudes and motive of employees towards invention  . The research workers identified three organisational factors of direction support. resource handiness. and support for larning as cardinal enablers for invention . All three factors were found to be significantly correlated to execution. nevertheless ; merely direction support was determined to be a important forecaster of invention. This research supports the decision that when employees are to the full engaged in the procedure of invention success is more likely to be achieved. Organizations must hold in topographic point processs that encourage invention throughout the full company. Every employee must experience vested in the company and continually seeking ways to better procedures.


A qualitative and quantitative research scheme dwelling of group observations. interviews. and studies were used to garner information. These methods are most appropriate because of the complexness involved in analyzing civilization and communicating from an single position. By utilizing these methods the research workers were able to determine implicit in factors that are relevant to understanding the affects of civilization on communicating when two different groups interact with each other. Participants were undergraduate and graduate pupils from South Korea and the United States selected to take part in the 2nd Korea America Student Conference ( KASC ) .

Choice to KASC is based on a competitory procedure. Engagement in the survey was wholly voluntary and pupils were asked to finish a consent signifier. A sum of 46 pupils attended KASC and 65 % were female. 52 % of the pupils resided in South Korea and 48 % in the United States. Interestingly. 73 % of all the pupils identified Korean as portion of their ethnicity. 91 % of the pupils were 19 to 23 old ages of age.

The research workers focused on roll uping informations from participants to help in the development of a cross-cultural communicating theoretical account. The research worker addressed the differences and similarities in communicating schemes and the affect on constructing relationships. Previous research on civilization has applied a field-based attack that allows for the exchange of information from multiple beginnings. The research workers followed a similar construction when take parting in KASC over a two-week period.

The function of the research workers was that of advisers that sought to function as a span between the participants and the decision makers of the conference. It was of import for the research worker to develop a degree of trust with the participants rapidly. To carry through this. the research workers assisted staff with administrative undertakings during the conference and shared in activities with the participants. The research workers used current plans established by KASC to spread out chances to interchange information. For illustration. the research worker attended talks. group treatments. and roundtable Sessionss.

The subjects discussed during interviews included:

  • grounds for take parting in KASC.
  • single experiences and interactions with different civilizations.
  • reactions to alterations that occurred during the conference. and vitamin
  • treatment of how civilization affects the communicating between American and Korean pupils.

During group observations the research workers focused on cardinal words and phrases that were used by the pupils and categorized them harmonizing to relevant subjects. Based on the words and phrases a construct map was created that helped to place the forecasters used in the survey.


A multiple arrested development analysis was conducted to measure how good the five independent variables for civilization predict the state of abode. The additive combination of civilization steps was significantly related to the state of abode index. F ( 5. 17 ) = 3. 57. P & lt ; . 01. The sample multiple correlativity coefficient was. 71. bespeaking that about 51 % of the discrepancy of the state of abode index in the sample can be accounted for by the additive combination of civilization steps.

The partial arrested development secret plans for struggle and sharing exhibit the best correlativities for foretelling the state of abode index. Table 3 nowadayss indices to bespeak the comparative strength of the single forecasters. As expected all of the bivariate correlativities between the state of abode index were positive.

Cross-cultural communicating theoretical account

The intent of communicating is to reassign thoughts and cognition from one entity to the other. The first measure in communicating is input ; person must state something that is received by person else. The communicating cringle is successful when the receiving system demonstrates that he or she understands what was being communicated. From an organisational position there are many barriers than can hinder the flow of communicating. These barriers include civilization. engineering. linguistic communication. work force. and environment. For the intent of this exemplary civilization refers to the traditions and imposts that are prevailing in the state where each company is located. These traditions and imposts influence policies and processs implemented by concerns.

Technology is merely the usage of mediums such as electronic mail. Internet. text messaging. and cell phones to pass on. When a company does non hold experience utilizing a peculiar technological medium to pass on it may trust on older methods that the other company positions as inadequate. Language is what is spoken in the state where the company is located. If the linguistic communications of the two companies are different. so one company must larn the other’s linguistic communication or a new linguistic communication must be created. Workforce refers to the internal construction of the company. including employees. directors. and organisational leaders. Environment refers to the external forces that affect the company. For illustration. the economic system can hold an inauspicious impact on an organisation and show an obstruction to cross-culture communicating.

As illustrated in Figure 1. when these barriers are eliminated companies are able to see invention. reduced struggle. and better airing of information. J. KuHyun ( personal communicating. July 20. 2009 ) stated “to be successful as a planetary corporation communicating is critical. ” Without communicating organisations will discontinue to be. The challenge for organisations that must pass on cross-culturally is to guarantee that their message is understood the manner that it was intended. When communicating barriers are non removed it is easy to do premises about what is being communicated. Our premises of what we thought was being communicated can be really different from the original message. Communication takes attempt. it is much easier to sit back and merely presume what we think others are seeking to state us. To actively prosecute in communicating takes clip and energy. Organizations must be willing to put the resources needed to back up cross-culture communicating.

Successful cross-cultural communicating creates a duologue. a uninterrupted transportation of information. This exchange of information addresses our premises and clarifies points we do non understand. It besides provides the chance for us to inquire inquiries and corroborate the information that was received. Having a duologue reduces conflict because cultural misinterpretations can be dealt with when they arise. The duologue merely occurs when both parties agree to portion information and guarantee that the transportation of information is non blocked.

Samsung and Hyundai

To exemplify how companies can use the cross-culture communicating theoretical account to better concern patterns consider the illustrations of Samsung and Hyundai. Samsung is alone because of its focal point on human resources and hazard taking enterprises. The company was founded in 1938 and is the world’s largest pudding stone. Samsung is recognized as a planetary industry leader because of its interior capacity to take advantage of distinguishable enterprises ( J. KuHyun. personal communicating. July 20. 2009 ) . It hires a little per centum of non-Koreans inside Korea but employs a higher per centum off non-Koreans outside of Korea. The civilization of the organisation is really household centric. Decisions occur in a corporate ambiance that allows for communicating at all degrees of the organisation. However. even when determinations are clearly communicated throughout the organisation employees may non ever demo support.

The work force can stand for a barrier to cross-cultural communicating when employees feel they are non valued. This presented an issue at Samsung. The outlook was that you stayed at occupation until your assignment was completed. However. with the addition of younger employees come ining the work force who had different outlooks. Samsung had to do a alteration. Management made the determination to alter the working day from five-to-nine to seven-to-four  . The ground for Samsung’s alteration was to acquire employees to be more squad oriented and more productive.

Changing the hours of the working day required employees to work together and it besides required directors and supervisors to hold a more active function in finishing day-to-day undertakings. The seven-to-four agenda was a cultural displacement that was instigated by new employees come ining the company with a different mentality towards work and personal clip. Prior to the alteration. employees were expected to remain on the occupation until it was completed. With the alteration the office closed at four and everything stopped. Now employees have to proactively be after their working day in order to guarantee that everything is accomplished in a timely manner.

Samsung has been able to go a planetary leader because of its committedness to the development of technological capablenesss . Management’s aim is to “develop engineering capablenesss for value creative activity in diverse concern areas” that will finally back up growing in planetary competition . The focal point on invention requires the sharing of concern patterns and engineering throughout the organisation. Samsung must pass on with employees and clients at the same time to guarantee that company aims are met.

J. Ku-Hyun ( personal communicating. July 20. 2009 ) studies that Samsung’s competitory advantages include

  • committedness to work that is translated into velocity advantages.
  • extremely skilled applied scientists and technicians.
  • direction endowment and experience. Samsung has used these competitory advantages to heighten its relationship with clients and spread out globally.

Hyundai Motor Company was formed in 1967 and has established itself as company that focuses on quality betterment and invention . From the little beginning in Seoul. Korea the company has now expanded to more than 10 states including the United States. Canada. India. China. Turkey. Russia. Malaysia. Sudan. Egypt. Indonesia. Iran. and Japan  . For this enlargement to take topographic point requires effectual communicating that is able to get the better of cultural barriers and carry through planetary direction enterprises. Research conducted by Wright. Suh. and Leggett revealed that Hyundai’s accomplishment at globalisation depended upon its ability to spread out international gross revenues as it gained experience in international markets .

The move from domestic to planetary production means Hyundai must run in “unfamiliar and unsure economic and cultural contexts” [ 18 ] . Over the old ages Hyundai has learned valuable lessons on the importance of knowing and valuing the demands of its clients. In the early 1990s. Hyundai experienced jobs when seeking to spread out production to Canada. The primary issue was that the company did non accommodate the design of the Sonata for North American clients  .

Consequently. the company lost market portion to Toyota’s Camry and Honda’s Accord. Another of import lesson was learned when Hyundai made the determination to get down production in Turkey because of the lower cost for workers. Because of the lower rewards direction decided to utilize more non-automatic engineering alternatively of the machine-controlled fabrication procedures utilized in its domestic workss. As a consequence. the production rate of the Turkish works was 25 % lower than that in Korea . From these experiences Hyundai learned the importance of researching the civilization of a state before doing profound concern determinations. Cross-culture communicating involves accommodating organisational policies to suit the context of where concern minutess will happen.

Key to Hyundai’s success is its corporate doctrine that places the demands of clients as top precedence in all concern countries. This customer-oriented direction manner requires organisational leaders to be receptive to new thoughts and to believe outside the box. To promote employees to spread out their cultural awareness the company encourages threemonth assignments to its abroad sites. For illustration. when the company was constructing a site in Alabama it allowed employees to see and analyze the civilization .

The company promotes an employee back pack travel plan around the Earth where squad of three design their cultural experience. The squads compete for a company sponsorship of 15-day expeditions by composing what they hope to larn . More than 47 squads have traveled to 70 states. including Peru. Turkey. and Greece . Employees that participate convey back what they learn and portion it with their co-workers.

“Hyundai Motor Company is beef uping its place as a planetary trade name. set uping local production systems on a planetary graduated table and providing cars that meet the demands and gustatory sensations of clients in each specific region”  . During a visit to the Asan Plant located in Chungchungnam-do. Korea. it was really evident of how the company is being advanced. The works has a production capacity of 300. 000 units and utilizes the latest in robotic engineering to assemble vehicles ( Tour Guide. personal communicating. July 27. 2009 ) . One unit is produced every 57 seconds and 100 % of all the welding is wholly automated. The Asan works has 34. 000 employees ; the mean one-year wage is $ 50. 000. The works operates two ten-hour displacements and provides legion inducements for employees that are advanced on the occupation.


The research workers proposed go toing the 2nd Korea-America Student Conference in order to develop a relationship with participants that have a vested involvement in planetary issues and to specify the standards for the proposed cross-culture communicating theoretical account by utilizing assorted qualitative methods. These aims were accomplished and much penetration gained into understanding how civilization affects communicating.

Samsung and Hyundai are merely two illustrations of organisations that are efficaciously pass oning cross-culturally. Both organisations have been able to larn from their past errors and make schemes that support their growing in the planetary market. The sharing of information makes it possible for other organisations to besides profit from the errors made by these organisations.

During one of the group observations a Korean participant stated. “A smiling is a basic tool of communication” ( personal communicating. July 16. 2009 ) . How true it is that a simple smiling can interrupt down communicating barriers and build Bridgess of understanding. Cross-culture communicating is non easy. particularly when we are unfamiliar with the receiving system of the information. Organizational leaders that have to pass on cross-culturally can utilize the undermentioned stairss:

Develop clear and concise outlooks for how the organisation will carry through its mission ;Ensure that employees understand their function in the organisation ; Be willing to put clip to pass on ;Remember that communicating is a bipartisan procedure. listen before you speak.

“Many misconstruing have occurred. non merely because of errors in the use of words or looks. but besides because of the deficiency of good will and cultural knowledge”  . Mistakes are a normal portion life and at times if we are non careful our errors can hold permanent effects. “We can do errors every bit long as we can rectify errors. We can acquire feedback from the planetary market” . The cross-culture communicating theoretical account developed from this survey provides a mechanism for obtaining feedback from the planetary market.

The theoretical account identifies the barriers to cross-culture communicating and summarizes the results that can be achieved when these barriers are tackled. The consequences of survey verified that the five independent variables of credence. struggle. individuality. hazard. and sharing could be used to foretell state abode. A restriction to this survey was the little sample size that used. In order to formalize the cogency and dependability of the survey a larger sample size should be used in future surveies. The participants of the survey were besides cognizant of the demand to increase cultural consciousness and displayed a desire to derive a deeper apprehension of American and Korean dealingss.

The survey adds to the current organic structure of cognition on cross-culture communicating by showing the importance of civilization in concern scenes. Organizational cross-functionality or connectivity is indispensable to invention because it brings together a diverse group of people from different functional backgrounds . Management must take stairss to guarantee that cross-functionality does non make struggle and hinder communicating within the squad . To efficaciously bring forth invention the degree of expertness and single accomplishment set of each squad member must be ascertained. The invention procedure is supported when members portion a common vision and end. Research indicates that cross-functional squads are more effectual at new green goods development that is valued by the client  .

Leadership is the foundation to cross-functionality because it provides the inadvertence and way necessary for it to work. Leaderships that are pioneers are receptive to alter and value feedback from those around them. They recognize that they can non be successful unless those around them are successful. For advanced organisations it is necessary for direction to develop advanced leaders. This is done by holding in topographic point enlisting schemes that target successful appliers that possess the accomplishments necessary to the organisation to the following degree . There should besides be in topographic point a well-developed talentmanagement procedure that identifies pioneers. connects them to the mission of the organisation. and provides the necessary internal resources for them to be successful.

A comparing of leading schemes between Samsung and Hyundai provides the footing for developing the 4 C’s Global Leadership Model that can be employed by organisations to do certain that they have the right individual for the occupation. The theoretical account consists of four cardinal factors: communicating. struggle. creativeness. and connectivity. Being cognizant of what types of persons make good planetary leaders allows the organisation to develop HR policies to back up enlisting and sequence. By making a grapevine of capable planetary leaders the organisation is able to prolong invention and alteration.

Leaderships are the chief nexus responsible for tackling the thoughts of employees to make invention. They must besides measure the development of their rivals and the demands of clients. Bringing together persons from different cultural backgrounds will take to conflict ; nevertheless. this does non hold to be perceived as a negative. The challenge for planetary leaders is to utilize the struggle as a benefit for the organisation. Gehani and Gehani define struggle as merely the consequence of natural differences that occur between people from different backgrounds  . Different thoughts and positions lead to invention and new merchandises and services. From this perspective leaders should promote healthy struggle. “Conflict between diverse groups of people can be used to drive the growing of their organizations”  . If there were no struggle to trip treatment there would be no invention.

Communication helps to chair the relationship between struggle and invention. This fact is moreover impacted by the complexness of viing in planetary environment. Leaderships must be cognizant of the communicating manners that are needed when working with multicultural squads. The usage of the electronic mail. conference calls. and other technological inventions to pass on demand to be addressed to guarantee that all members are able to take part to the full. When members feel they are non able to pass on openly invention is hindered and the organisation suffers.

As planetary competition continues to increase. successful organisations must germinate to run into the altering demands of consumers. Innovation provides the chance for organisations to believe outside the box and “produce better merchandise. faster. cheaper and more expeditiously than rivals . Creativity is straight linked to communicating and invention. Increased attending on invention has caused organisational leaders to develop systems to pull off the procedure and back up the attempts of employees. Harmonizing to Dooley & A ; O’Sullivan being able to place the right procedure for implementing invention will straight impact the success . It is easier to implement invention when the civilization of the organisation allows for employee feedback. planning. and rating.

Employees play a critical function in invention. In research conducted by Barnett and Storey it was found that there was a strong connexion between larning and invention in organisations  . The research workers studied 220 employees at a fabrication company. Tensator. located in the United Kingdom. Key to Tensator’s success is their ability to incorporate sequence be aftering with prolonging invention  Alternatively of concentrating entirely on maintaining top direction places filled. the organisation seeks to maintain the grapevine of skilled labourers in amble supply to back up invention. Tensator follows a growing scheme that centers on “grow-your-own”. This scheme requires the company to continually supply larning and development chances for employees to guarantee that they remain at the top of their game.

Microsoft is using a holistic attack to invention in seeking to vie with Yahoo and Google in the development of hunt engines  . Management is cognizant they must make more than merely seek to catch up with their rivals ; they must redesign the manner that hunt engines are viewed and utilised. The holistic attack is farther supported by Porter in work done with organisations to assist them better their supply ironss  . Organizations that use a holistic attack are able to obtain a broader position of how they fit into the planetary market. Alternatively of concentrating on little sections of their concern operations. attending is given to the full procedure. This allows for the organisation to implement invention that will make value for clients.

Connectivity is defined as the ability to orchestrate organisational webs to travel in the same way in order to carry through the company’s mission. Employees must experience contacted to the organisation and understand how their single attempt contributes to the bottom line. Global leaders must look for chances to link everyone within the organisation to the overall ends and aims. When employees understand the large image and the way the organisation is taking invention and alteration are supported.

The 4 C’s Global Leadership Model is designed to supply a footing for organisational leaders to utilize in mapping out schemes for working globally with multicultural squads. The concern environment is continually germinating and planetary leaders must persistently develop new organisation schemes to run into planetary challenges. Although. Samsung and Hyundai both compete in different industries there are analogues that can be gleamed from how they communicate and inspire invention from their employees. The Cross-Culture Communication Model and 4 C’s Global Leadership Model are tools designed to help organisational leaders to vie in the ever-changing planetary environment. The nucleus facets of planetary leading critical to taking invention and alteration are vision. communicating. and duty.

In 2008 a group of bookmans and concern leaders identified 25 factors that are of import for directors in implementing invention  . Key among them was that direction must hold a clear vision for the organisation. The organisational vision provides a roadmap for employees by specifying what the organisation hopes to carry through. Communication is of import because it allows for the exchange and polish of thoughts. Effective communicating requires that organisations non go bogged down with hierarchical believing that can typically decelerate down the communicating procedure.

Large organisations must run like little organisations and be able to react rapidly to organisational and market alterations . Successful organisations must concentrate on ends that are socially responsible  . Innovation is non merely making the coolest new appliance but it is making the coolest new appliance that serves the environment in a sustainable mode. As organisations become more planetary the focal point on corporate societal duty additions. Organizations can no longer run within a silo. The actions of one organisation can impact many others. Harmonizing to Westlund it is no longer sufficient for organisations merely to do a net income and comply with the jurisprudence . They must besides be socially responsible and give something back to the planetary community that they serve.


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