Author(s)

Shuqi Wei ¹

Affiliation(s)

¹ Nantong Institute of Technology, Nantong, Jiangsu, China

Corresponding Author

Shuqi Wei

ABSTRACT

This paper aims to emphasize the importance of effective cross-cultural management in multinational organizations by synthesizing theoretical frameworks and real-world cases. It is structured into four sections, each contributing to a comprehensive understanding of the challenges and solutions related to cultural diversity in the workplace. The first section delves into prominent theories that define and measure cultural dimensions within organizations. These include Hofstede's Cultural Dimensions theory, Trompenaars' Seven Dimensions of Culture model, and the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project, all of which offer insights into how different cultures influence organizational behavior and decision-making processes. Cultural Intelligence (CQ) will be explored in the second part, CQ is vital as it enables individuals and organizations to navigate and leverage cultural differences effectively, fostering better communication and collaboration across diverse teams. At the end this article, the study examines instances of cross-cultural mismanagement within multinational corporations. Through these case illustrations, it reveals the detrimental impact of inadequate cross-cultural practices on workplace dynamics, leading to conflicts, misunderstandings, and reduced productivity.

KEYWORDS

Cross Culture Management, Culture Diversification

CITE THIS PAPER

Shuqi Wei, Discussion of Cross-Culture Management in Cultural Diversified Workplace. Journal of Sociology and Ethnology (2024) Vol. 6: 164-168. DOI: http://dx.doi.org/10.23977/jsoce.2024.060122.

REFERENCES

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