Cross-cultural management

For the last decade, the Gallup Organization has surveyed the people of China, as both consumers of goods and employees of the companies that produce those goods. The data provide a unique picture of changing consumer attitudes, market opportunities, and management challenges.

Because of growing commitments of their companies in developing countries, large numbers of American and European managers have entered negotiations with government officials in Asia, Africa, and Latin America. Also, with emerging nationalism, these negotiations have become increasingly frustrating. Sometimes misunderstandings have been so great that they have led to a breakdown in negotiations that […]

Four skills to master.

Here’s what managers can do to create inclusive environments.

Despite the great potential for conflict, many companies routinely—and successfully—use joint ventures. With the increasing use of this form of management, business leaders must think about the more effective way of managing: shared management or dominant parent. This author, drawing from his research with 37 joint ventures involving mostly North American and Western European companies, […]

Help them step outside their comfort zones.

The CEO of a Toronto-based toy company is trying to decide whom to hire for a critical position in its Asia division. He has two strong candidates: a...

It depends on where in the world you are working.

China and India, ancient allies and modern competitors, are rebuilding economic ties after almost five decades. Consequently, multinational companies face the most challenging—and potentially rewarding—business landscape ever.

Employees who live far away face many disadvantages.

The revolution is over, the new republic is stable, most of the people like us, and the markets are starved for Western goods.

Why Asian executives of Western multinationals so often quit

How should a Swiss watchmaker stand out in China?

How a health care provider addresses the risks that come with globalization

Recognize the limits.

He began by working to understand and respect the dynamics of the corporate culture.

Knowledge of more than one culture can often help you create innovative solutions.

Traditional satisfaction surveys often obscure the differences among consumers in different regions.

Teams whose members come from different nations and backgrounds place special demands on managers—especially when a feuding team looks to the boss for help with a conflict.

What globally dispersed teams need to know.