Cross culture strategic management Management Research Paper

CROSS CULTURE STRATEGIC MANAGEMENT
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Overview
The evolutionary nature of the corporate world to reveal higher degrees of interrelatedness calls for an extraordinary awareness and understanding of the issues of strategic cross-cultural management among business stakeholders. Ahammad and others explain that as business administrators increase their levels of cognizance concerning the challenges and rewards associated with the processes of managing international and cross-cultural operations increases, the contexts surrounding corporate initiatives also undergo rapid evolutions. Bird and Mendenhall explain that critical advancements in transport and communication, coupled with the availability of viable environments of investment and minimal costs of production offered by the overseas economies have played a significant role in increasing the levels of accessibility of global markets. On the other hand, developed countries such as the United States, the United Kingdom, Germany, and China have the inherent ability to provide foreign investors with the opportunities of accessing the highly extensive markets. According to Dragoni and others, proper adoption of strategic cross-cultural management requirements leads to the enhancement of foreign direct investments, global based sales, and the profits acquired in overseas ventures. Stahl and Tung reveal that as the investment environment sees an increase in the levels of multinational operations, issues such as enhancement in the associated degrees of multiculturalism will be inevitable. Beugelsdijk, Maseland and Van Hoorn attribute this position to the fact that cross-border business deals result in an increase in the prevailing levels of interaction among key stakeholders such as workforces and managers drawn from varied cultures. Bauer and Matzler hold the view that heightened multiculturalism on a global scale will call for the adoption of new strategies aimed at fostering efficient operations.[Ahammad, Mohammad Faisal, Shlomo Yedidia Tarba, Yipeng Liu, and Keith W. Glaister. "Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention." International Business Review 25, no. 1 (2016): 66-75.] [Bird, Allan, and Mark E. Mendenhall. "From cross-cultural management to global leadership: Evolution and adaptation." Journal of World Business 51, no. 1 (2016): 115-126.] [Stahl, G.K. and Tung, R.L., 2015. Towards a more balanced treatment of culture in international business studies: The need for a positive cross-cultural scholarship. Journal of International Business Studies, 46(4), pp.391-414.] [Dragoni, Lisa, In-Sue Oh, Paul E. Tesluk, Ozias A. Moore, Paul VanKatwyk, and Joy Hazucha. "Developing leaders’ strategic thinking through global work experience: The moderating role of cultural distance." Journal of Applied Psychology 99, no. 5 (2014): 867.] [Lisa, p.867] [Ahammad, Mohammad Faisal, Shlomo Yedidia Tarba, Yipeng Liu, and Keith W. Glaister. "Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention." International Business Review 25, no. 1 (2016): 66-75.]
Background, Statement of the Proble...