The Importance Of Multinational Companies: Cultural Conflicts In Human Management

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Multinational Companies: Cultural Conflicts in Human Management Recently, emerging-market multinationals (EMMs), companies based in emerging markets with operations in more than one country, are expanding at a speed and scale to make even the largest Western multinationals take notice (Accenture, 2007). In order to lead a multinationals organization within one of the most complex markets-emerging market, Lee and Reeves (2013) have mentioned that companies need to segment the various cultural environments in which they are dealing with and adapt strategies to match those conditions. However, adaptation is never an easy task. Thus, cultural and cross-cultural in differences have long been among the most pressing causes of present time conflicts. Hence, understanding thoroughly every cultural dimensions and their impacts on management is critically important. This brief paper will explain for that statement by highlighting the most value dimensions credited to Geert Hofstede, particularly collective cultures, that affects one of the most crucial elements within the organization such as human managements. In addition, the author will analyze a particular cross-cultural conflict and compare the findings of the theatrical aspect of Hofstede to the practical experience of the author so that one can consider a suitable option to manage a multi-cultural organization. Definition of Cultural Dimension Hofstede (1980; 1991; 2001) had presented a well-organized and continuous research
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