In recent years multi‐cultural practices and values have become significantly conspicuous in corporate business. Cultures and managerial values become co‐terminous when organisations cross boundaries. The synergy between corporate culture and managerial values institutes cross‐cultural practices garnering effective strategic options, helping to perform a set task successfully. This has a far‐fetching effect on what people in different cultures perceive and how these cultural values affect business affairs in an altogether different environment. In essence, organisational practices are based on culture and most organisations avoid cultural risks to manage their businesses. Skills, capabilities, knowledge, technology and experiences are better facilitated by a cross‐cultural approach, particularly in geo‐centric organisations. This paper aims to discuss the phenomenon as a global norm, with the implication of its effect on business practices.
The approach adopted in this paper is based on the critical review and discussion of extant literature emphasising the effect of cross‐culture on business practices in a culture‐specific environment.
The paper illustrates how business practices and managerial values are functional to cultural synergy.
Irrespective of the significant effect of cross‐culture on business practices, it has been challenged by many contradictions, paradoxes and conflicts that have not been reviewed in this paper.
The paper outlines the interconectedness of cross cultural business practices and managerial values.
Prasad Kanungo, R. (2006), "Cross culture and business practice: are they coterminous or cross‐verging?", Cross Cultural Management: An International Journal, Vol. 13 No. 1, pp. 23-31. https://doi.org/10.1108/13527600610643457Download as .RIS
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