The Relevance of Cultural Diversity Management to Global Firms Essay Sample


Peoples in wealthier states celebrate their civilization through purchase of specific theoretical accounts of auto - The Relevance of Cultural Diversity Management to Global Firms Essay Sample introduction. development of advanced ways of instruction such as e-learning and actively take parting in international personal businesss by cross-border disbursement. On the other manus. people in poorer states celebrate their civilization through exhibiting traditional dances. continuing their natural home ground and even declining to encompass technological betterments. In this position. it is interesting to analyze civilization in the lens of concern operations as houses that intend to internationalise necessarily confront cultural diverseness. Public dealingss. which is one of the common tools both public and private organisations use to pass on with its broader audience. besides extremely deserve acknowledgment as an instrument for cultural diverseness direction.

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The first aim of this survey is to understand how bureaus and companies perceive pull offing cultural diverseness can better the organisational scheme. Firms that operate on a planetary graduated table are confronting more complex and sensitive environment than domestic 1s. Due to this. it is assumed that planetary houses can barely act upon assorted demands of the international market and hence limited in its international enterprise. The aftermath of the term globalisation. on the other manus. negates the cogency of cultural enormousness of international markets ( Balasubramanyam. 1985 ) . This phenomenon is cited as the consequence of foreign direct investings ( FDIs ) which accrue from the attempts of planetary houses to set up their presence in single states all over the universe.

Not all planetary houses manage cultural diverseness as their international determination model. Global scheme is meant to standardise attack to each market while multi-domestic scheme purposes to present custom-made solutions to distinct market demands ( Hitt. Hoskisson & A ; Ireland. 2003 ) . Among the models. merely multinational scheme can work cultural diverseness direction because it is a intercrossed scheme that combines the elements of planetary and market-domestic schemes. Multinational houses use its planetary resources in reacting to single market demands. Without cultural diverseness. there is no cultural clash and so no demand to put to death cultural diverseness direction.

Cultural clash is defined as the struggle between the facets of national civilization and organisational civilization ( Majlergaard. 2006 ) . Even how debatable civilization diverseness may look. cultural clashs are of import. Culture moulds the general conditions of host states along with political relations. economic system. engineering. jurisprudence and environment. If each host states have typical civilizations. planetary houses can optimise their aim in traveling international. There are three motivational issues that trigger organisational involvement to run abroad ; viz. . market seeking. efficiency seeking and knowledge seeking behaviors ( Porter. 1998 ) . As civilization differences intensify among host states. planetary houses can increase its market base. get more price-competitive factors of production and introduce more creatively. These advantages can non be achieved when the general conditions. in peculiar civilization. of host states are similar.

However. there are surveies that show undistinguished relationship between cultural diverseness and the public presentation of multinational house ( Gomez-Mejia & A ; Palich. 1997 ) . In add-on. cultural similarity besides failed to formalize earlier findings that support the theory that homogeneous host state cultures where planetary houses operate tend to be more profitable than diversified host state civilizations. Without impact to public presentation. direction of cultural diverseness in peculiar and civilization direction in general can minimally better organisational scheme. On one manus. it is evident that planetary houses can work out cultural diverseness puzzle through dedicated schemes ( e. g. over-funded advertisement runs to act upon consumers ) and the economic returns of internationalisation outweighs the dealing costs of cultural barriers ( e. g. economic systems of graduated table versus expensive production demands ) on the other.

The 2nd aim of this survey is to understand how public dealingss can be used to pull off culturally-diverse stakeholders. Public dealingss or PR is a direction map that aims to pass on the ends of the organisation to the public audience particularly to foreground common involvements at interest ( Hall. 2007 ) . The construct of common benefit is important to consideration of PR as most planetary companies are confronted with contentions due to their fiscal deepness and the extent of their planetary influence that could take to weaker repute. They must show to the populace that they are worthy of backing because they satisfy certain demands and they are non merely profit-seeking entities. PR increases credibleness. quality perceptual experience. turning away of price-based competition and selling efficiency. It supports branding for positive image and bridge the nonsubjective spread between planetary houses and host states.

Praseodymium plans have elements such as imperativeness kits. media lists. imperativeness releases. webcasts. public service proclamations. imperativeness conference. trade shows. community meetings and one-year studies ( e-agency. 2007 ) . These elements are challenged by culturally-diverse stakeholders that post menace to the success of planetary houses in host states. As a consequence. Praseodymium plans are doubted in their effectivity and efficiency in pull offing cultural diverseness. But there are betterments in the international scene as planetary multi-stakeholder webs provide visible radiation to the diping opportunity of PR to understand the demands of stakeholders in a planetary graduated table. The constitution of Transparency International. Forest Stewardship Council. Global Water Partnership. Micro-Credit Summit Campaign. United Nations ( UN ) organisations and trade associations such as ASEAN. OECD and OPEC set the general standards for puting the model in which PR plans of planetary houses must be focused ( Waddell. 2006 ) . The standards revolve around to protect the public good.

However. if cultural clash exists that may act upon organisational schemes ; there is besides stakeholder struggle that may act upon PR plans. The latter struggle can be limitedly addressed by planetary multi-stakeholder webs because stakeholders include public at big. The latter do non hold structured and organized association which makes planetary inaugural standardized. The populace at big can be the most hard stakeholder because they can hold assorted functions to planetary houses such as being a client. provider. moneyman. voluntary groups. experts. alteration agents. establishments and the similar. When these functions are portrayed through distinguishable host state civilizations. the complexness of pull offing cultural diverseness multiplies. PR plans. hence. can free value when they fail to turn to even a individual standard which is of import to certain stakeholders chiefly because they fail to demo common involvement.

International public dealingss every bit good as multicultural public dealingss are constructs that can turn to the challenge of increasing cultural complexness faced by planetary houses ( George. 2003 ) . They cater the demands of planetary houses in efficaciously aiming the populace and clients of another state. One of import construct of international PR is happening the similarities of the organisation it speaks for and the audience that it targets. Another is the impact of information and communicating engineering as the function of media is at the bosom of PR plans. Cultural peculiarity of one host state to another is seen in PR plans like interpreter involved ( e. g. David Beckham and Tiger Woods because they are internationally popular ) . lingual jobs ( e. g. failure of Chevy Nova in Latin America as “Nova” in local linguistic communication means “it does non go” ) and context civilization differences ( e. g. Americans require direct and expressed messages compared to Asian opposite numbers ) . More significantly. low-context civilizations ( e. g. Americans ) are considered less believable by high-context civilizations ( e. g. Asians ) .

The 3rd aim of this survey is to understand how cultural diverseness can function as barrier or chance for an international concern scheme. In general. writers argue that cultural diverseness can do or interrupt an organisation. Opportunity lies in making competitory advantages in the countries if cost. allotment of resources. selling. invention. solution-generation and flexibleness ( Cox & A ; Blake. 1991 ) . However. cultural diverseness is a barrier for planetary houses to accomplish sound direction due to complexnesss involve in the procedure of its direction. Without sound direction. the cited chances will free relevancy. As people jobs are more hard to turn to than proficient issues ( Harrison. 1981 ) . cultural diverseness direction requires deeper attending than accomplishments direction. Furthermore. whereas communicating is the most indispensable component in pull offing societal system. civilization serves as the vehicle of communicating.

This is why cultural diverseness direction may be included in organisational scheme of planetary houses and may besides be in PR plans. There is no other manner they can pass on to host states than understanding and deciding cultural diverseness of the international market. The barrier and chance facets of cultural diverseness are illustrated in the survey of international building undertakings ( Dadfar & A ; Gustavsson. 1992 ) . The research showed that Swedish building companies internationalize their operations peculiarly to Middle East states due to shriveling national demand for lodging and other building demands ( i. e. chance side ) . On the other manus. every bit early as concern constitution. Swedish houses are challenged by cultural diverseness. Some cultural dazes that Swedish houses experienced include local workers discontinue work twice a twenty-four hours for their supplications. clients are characterized in detaining assignments and tribal struggles are high in the worksite ( i. e. barrier side ) . In consequence. chances in a successful market seeking behaviors are negated by troubles in efficiency seeking behavior.

International concern scheme is clearly restated early as being multinational scheme because this is where the impact of cultural diverseness ( e. g. either chance or barrier ) has stronger relevancy. To appreciate multinational scheme better. dissection can assist wherein project direction system is highlight and a individual strategic country is considered in the signifier of undertaking. Planning. planing. implementing and rating of a undertaking are influenced by and act uponing internal forces ( e. g. forces and work groups ) . external forces ( e. g. legal demands. environmental restraints ) and organisational civilization ( e. g. authorization of central office ) . Diverseness of civilization is present non merely among these three categorizations of stakeholders but besides within such categorization ( e. g. worker differences in values and faith ) .



Survey inquiries will be distributed to planetary companies through their local subordinates for convenience intents. Respondents are top-level directors who have deeper apprehension and engagement in corporate-wide scheme preparation and executing. With regard to first hypothesis. directors from a market leader and non-market leader will consist the major strata. The 2nd hypothesis will obtain the perceptual experience of PR directors on how should clip. cost and quality should be ranked and what are the factors to be considered to get at valid ranking. The 3rd hypothesis the local subordinate will be given inquiries that can back up either market and/or efficiency cogency based on their local and cross-border experience and acquaintance. Secondary informations can help in following countries ; viz. . choosing local subordinates that are owned by a planetary house. market informations on local subordinate market portion. major stakeholders in the local scene. major or controversial PR plans and corporate experience in multinational operations.



Balasubramanyam. V. ( 1985 ) .Foreign direct investing and the international transportation of engineering. London. Macmillan ) .

Cox. T. & A ; Blake. S. ( 1991 )Pull offing Cultural Diverseness: Deduction for Organizational Competitiveness. Academy of Management Executive. 5. 3. pp. 45-56.

Dadfar. H. & A ; Gustavsson. P. ( 1992 ) .Competition by Effective Management of Cultural Diversity: The Case of International Construction Undertakings. International Studies of Management & A ; Organization. 22. 4. pp. 81+ .

e-agency ( 2007 ) .Elementss of PR[ Internet ] . Available from: & lt ; planhttp: //pr. e-agency. com/pdf/elementsofaPRplan. pdf & gt ;

George. A. ( 2003 ) .Teaching Culture: The Challenges and Opportunities of International Public Relations. Business Communication Quarterly. 66. 2. pp. 97+ .

Gomez-Mejia. L. & A ; Palich. L. ( 1997 ) .Cultural Diversity and the Performance of Multinational Firms. Journal of International Business Studies. 28. 2. pp. 309+ .

Hall. P. ( 2007 ) .The New PR. Mount Kisco. NY. Larstan Printing

Harrison. F. ( 1981 ) .Advanced Project Management. Aldershot. UK. Gower.

Hitt. M. . Hoskisson. R. & A ; Ireland. D. ( 2003 ) .Strategic direction: fight and globalisation. 5th erectile dysfunction. South Western. Thomson Learning.

Majlergaard. F. ( 2006 ) .Let go of THE POWER OF CULTURAL DIVERSITY IN INTERNATIONAL BUSINESS[ Internet ] . Available from: & lt ; hypertext transfer protocol: //www. clubofamsterdam. com/contentarticles/cross_cultural_competence/Release % 20the % 20power % 20of % 20cultural % 20diversity % 20in % 20international % 20business. pdf & gt ; .

Porter. Michael ( 1998 ) .On Competition. Cambridge: Harvard Business School Press.

Waddell. S. ( 2006 ) .Multi-Stakeholder Global Networks: Emerging systems for the planetary common good[ Internet ] . Available from: & lt ; hypertext transfer protocol: //gan-net. net/pdfs/Multi-Stakeholder_Networks. pdf & gt ;

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