- E-ISSN2233-5382
- KCI
E-ISSN : 2233-5382
A Global Strategy of a Company that Uses Culture Content as its Core Business
Abstract
Purpose: The international business is affected by significant cultural factors that may impediment the operation and the ultimate performance of a business organization. The current study aims to investigate prior literatures works to find cross-cultural discrepancies such as the cultural distance that impacts international companies' operations and management and develop appropriate strategies for realizing high performance while overcoming these challenges. Research design, data and methodology: To find the required sources, the study employed the use of secondary data. Different search strategies were used to find the necessary materials from various sources. The data composed of an extensive review from multiple peer-reviewed journals and other existing research. Results: Based on literature analysis, the current study suggests novel seven strategies for multinational organizations. As a result, this study provides various pieces of literature to deduce meaningful information on the appropriate business strategies that a company can use to bridge the gap of the limitations of cross-cultural impacts on international businesses. Conclusion: An organization moving into a new cultural environment faces challenges including tastes and preferences, norms, language barriers, and beliefs. Organizations, therefore, have to devise the best strategies to align themselves with the prevailing cultural conditions to reap the benefits of internationalization.
- keywords
- Global Business, CulturalContents, Theoretical Content Analysis
Reference
Adekola, A., & Sergi, B. S. (2016). Global business management: A cross-cultural perspective. London:Routledge.
Ardalan, K. (2009). Globalization and culture: four paradigmatic views. International Journal of Social Economics, 36(5), 513-534.
Assarroudi, A., Heshmati Nabavi, F., Armat, M. R., Ebadi, A., & Vaismoradi, M. (2018). Directed qualitative content analysis: the description and elaboration of its underpinning methods and data analysis process. Journal of Research in Nursing, 23(1), 42-55.
Booker, J. M. (2011). A descriptive analysis of high school student motivators for success. Phoenix, USA: Doctoral dissertation, University of Phoenix, Phoenix, USA.
Dai, N., & Nahata, R. (2016). Cultural differences and cross-border venture capital syndication. Journal of International Business Studies, 47(2), 140-169.
Fusch, P. I., & Fusch, G. E. (2015). Leadership and conflict resolution on the production line. International Journal of Applied Management and Technology, 14(1), 21–39.
Gaur, A., & Kumar, M. (2018). A systematic approach to conducting review studies: An assessment of content analysis in 25 years of IB research. Journal of World Business, 53(2), 280-289.
Gelfand, M. J., Raver, J. L., Nishii, L., Leslie, L. M., Lun, J., Lim, B. C., & Yamaguchi, S. (2011). Differences between tight and loose cultures: A 33-nation study. Science, 332(6033), 1100-1104.
Gilal, F. G., Zhang, J., Gilal, R. G., & Gilal, N. G. (2020). Integrating intrinsic motivation into the relationship between product design and brand attachment: A crosscultural investigation based on self-determination theory. European Journal of International Management, 14(1), 1-27.
Gopalkrishnan, N. (2019). Cultural competence and beyond:Working across cultures in culturally dynamic partnerships. The International Journal of Community and Social Development, 1(1), 28-41.
Gunnigle, P., Lavelle, J., & Monaghan, S. (2019). Multinational companies and human resource management in Ireland during recession: A retrospective from a highly globalized economy. Thunderbird International Business Review, 61(3), 481-489.
Herd, A. M., Alagaraja, M., & Cumberland, D. M. (2016). Assessing global leadership competencies: the critical role of assessment center methodology. Human Resource Development International, 19(1), 27-43.
Jain, T., & Pareek, C. (2019). Managing Cross-Cultural Diversity: issues and Challenges. Global Management Review, 13(2), 23-32.
Kang, E., & Hwang, H. J. (2017). Team Management for Better Performance that Sells to Customers: Aligning the Stars. The Journal of Distribution Science, 15(7), 19-24.
Kang, E., & Hwang, H. J. (2018). Strategic management plan for transnational organizations. The Journal of Asian Finance, Economics, and Business, 5(2), 119-128.
Kostova, T., Marano, V., & Tallman, S. (2016). Headquarters–subsidiary relationships in MNCs: Fifty years of evolving research. Journal of World Business, 51(1), 176-184.
Lakshman, C., & Estay, C. (2016). Attributional complexity and leadership. International Journal of Cross-Cultural Management, 16(1), 53-76.
Lew, Y. K., Sinkovics, R. R., Yamin, M., & Khan, Z. (2016). Trans-specialization understanding in international technology alliances: The influence of cultural distance. Journal of International Business Studies, 47(5), 577-594.
Li, Y., & Li, H. (2017). Research on Core Competence of Cultural Industry in Korea. The Journal of Business Economics and Environmental Studies, 7(2), 17-20.
Ludviga, I. (2013). Cultural Diversity for Business Model Innovation: Opportunity Provided by Globalisation. The International Journal Of Organizational Diversity, 12(3), 53-63.
Mayhand, D. E. (2020). Globalization: Understanding the Impact of Cultural Differences in Global Organizations. Open Journal of Leadership, 9(1), 34.
Marinescu, C. (2018). Flexicurity of the labor market through the formal/informal duality, in the context of globalization. Revista de Management Comparat Internațional, 19(4), 372-380.
Muethel, M., & Bond, M. H. (2013). National context and individual employees’ trust of the out-group: The role of societal trust. Journal of International Business Studies, 44(4), 312-333.
Nepstad, S. E. (2004). Convictions of the soul: Religion, culture, and agency in the Central America solidarity movement. Oxford: Oxford University Press.
O’Neill, R. (2016). The Importance of a diverse and culturally competent workforce. Busidate, 24(3), 9–13.
Parboteeah, K. P., Hoegl, M., & Cullen, J. B. (2008). Ethics and religion: An empirical test of a multidimensional model. Journal of business ethics, 80(2), 387-398.
Park, Y. E. (2018). The endless challenges of KIA motors for globalization: A case study on kia in Saudi Arabia. The Journal of Industrial Distribution & Business, 9(9), 45-52.
Paul, J. (2019). Marketing in emerging markets: a review, theoretical synthesis and extension. International Journal of Emerging Markets, 15(3), 446-468.
Rao-Nicholson, R., & Khan, Z. (2017). Standardization versus adaptation of global marketing strategies in emerging market cross-border acquisitions. International Marketing Review, 34(1), 138-158.
Reus, T. H., & Lamont, B. T. (2009). The double-edged sword of cultural distance in international acquisitions. Journal of International Business Studies, 40(8), 1298-1316.
Richards, M., & Yang, Y. (2007). Determinants of foreign ownership in international R&D joint ventures:Transaction costs and national culture. Journal of International Management, 13(2), 110-130.
Ross, D. N. (1999). Culture as a context for multinational business: A framework for assessing the strategyculture'fit. Multinational Business Review, 7(1), 13-19.
Samiee, S., & Chirapanda, S. (2019). International marketing strategy in emerging-market exporting firms. Journal of International Marketing, 27(1), 20-37.
Sarala, R. M., & Vaara, E. (2010). Cultural differences, convergence, and crossvergence as explanations of knowledge transfer in international acquisitions. Journal of International Business Studies, 41(8), 1365-1390.
Shin, D., Hasse, V. C., & Schotter, A. P. (2017). Multinational enterprises within cultural space and place:Integrating cultural distance and tightness–looseness. Academy of Management Journal, 60(3), 904-921.
Singh, D. (2011). Managing cross-cultural diversity: issues and challenges in global organizations. IOSR Journal of Mechanical and Civil Engineering, 4(1), 43-50.
Sit, A., Mak, A. S., & Neill, J. T. (2017). Does crosscultural training in tertiary education enhance crosscultural adjustment? A systematic review. International journal of intercultural relations, 57(March), 1-18.
Sung, I. (2021). Interdisciplinary Literaure Analysis between Cosmetic Container Design and Customer Purchasing Intention. The Journal of Industrial Distribution & Business, 12(3), 21-29.
Tahir, R., & Ertek, G. (2018). Cross-cultural training: a crucial approach to improve the success of expatriate assignment in the United Arab Emirates. Middle East Journal of Management, 5(1), 50-74.
Tien, N. H. (2019). Customization and Standardization of the Business Strategy of Foreign Enterprises in Vietnam–the McDonald’s Case and the Fast Food Sector. .International Journal of Research in Marketing Management and Sales, 1(2), 44-50.
Trochim, W., Donnelly, J., & Arora, K. (2015). Research methods: The essential knowledge base (2nd ed.). Boston, MA: Cengage Learning.
Vaismoradi, M., & Snelgrove, S. (2019, September). Theme in qualitative content analysis and thematic analysis. In Forum Qualitative Sozialforschung/Forum: Qualitative Social Research, 20(3), 23.
Vouillemin, D. (2020). Business cultural training in a globalized economy. Training, Language and Culture, 4(1), 33-43.
Woo, E. J., & Kang, E. (2020). Environmental Issues As an Indispensable Aspect of Sustainable Leadership. Sustainability, 12(17), 7014.
Zaidman, N., & Brock, D. M. (2009). Knowledge transfer within multinationals and their foreign subsidiaries: A culture-context approach. Group & Organization Management, 34(3), 297-329.
- Downloaded
- Viewed
- 0KCI Citations
- 0WOS Citations