Cross-Cultural Management and Communication: A Literature Review

This essay explores the critical role of cross-cultural communication and management in international organizations. It examines the historical development of this field, highlighting the significance of cultural diversity in global business. The essay reviews key literature from prominent authors, including Bird and Mendenhall, Padhi, Pudelko, Brannen, and PODLESNY and ELZE, who delve into the challenges and strategies for managing cultural differences, communication barriers, and language diversity in a globalized context. The essay analyzes the impact of cultural dimensions, communication styles, and organizational policies on the success of international businesses. It emphasizes the importance of understanding and adapting to different cultural values, beliefs, and communication practices to foster effective collaboration and achieve organizational objectives.

HI3042
Cross Cultural Management and Communication
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Table of Contents
Introduction......................................................................................................................................3
Literature review..............................................................................................................................4
Conclusion.......................................................................................................................................9
References......................................................................................................................................10
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Introduction
Cross-cultural communication is an international management process which is used to manage
cultural diversity in the international organisation. This essay is based on the cross-cultural
communication and management which provides a review of different authors on this subject.
The international business organisation has an extraordinary need for evaluation cultural
diversity in their internal organisational structure and management to manage this diversity. This
essay will be based on the peer-reviewed journal articles to analyse and evaluate perspective of
different authors. HRM plays a significant role in cultural diversity management in the
international organisation on this perspective literatures will be reviewed. Organisational
leadership is also significant in the cross-cultural management and communication
implementation in the organisational structure on which different kinds of literature will be
reviewed. Evaluation of cultural diversity is required in organisations which are working in the
international market in which different models can be used by the management.
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Literature review
According to Bird and Mendenhall (2016), global leadership is enhanced and developed after the
Second World War when organisations have developed and moved into the international market
to maximise their profits. Authors of this journal have developed a historical review of global
leadership and development of organisational behaviour. This journal is based on the global
leadership, cross-cultural management and comparative management on which authors have
presented their reviews. Authors have provided a brief history of the global leaders in which they
have given significance to research field in the management and organisational behaviours in the
development of the cross-cultural communication and cultural diversity management
requirement in the international market. A huge part of this journal is based on the brief history
of cross-cultural management positioning by which author wants to explain their development of
cultural diversity management and cross-cultural communication. After the Second World War
different academic research is conducted in distinct academies on the cultural diversity and
cross-cultural communication subjects (Bird and Mendenhall, 2016). It has supported that
organisation which is working in the international market to enhance their profitability and
business.
Author has explained that cross-cultural management issues are subject to be considered by the
organisational leadership (Bird and Mendenhall, 2016). Development of cross-cultural
communication research is distinguished into three categories which are intercultural, uni-
cultural and comparative. According to authors, uni-culture research is based on the
organisational management structure of those organisations which are working in the domestic
market. Comparative research is based on those organisations which are working two and more
countries to compare management structures effect on the business activities in different
environments. Intercultural research is based on interaction and interference among stakeholders
working in an organisational setup which exists in more than one country (Bird and Mendenhall,
2016). It has been analysed by authors that comparative research is most effective in the
development of cross-cultural communication and management by comparing management
effectiveness in two different countries.
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Hofstede model is most effective to compare cultural dimensions of different countries which
impacts on the management’s decisions (Bird and Mendenhall, 2016). Hofstede model contains
six different dimensions on the basis of which cultural diversity is compared to different
countries. Intercultural research which is conducted earlier is effective to understand cultural
diversity and its effect on the people which are working in the organisations. Companies which
work in the international market are having a huge need to understand the factors which are
creating a difference in between the management policies and local employees belongs to foreign
countries. Intercultural research is effective to analyse the elements which are creating cultural
diversity (Bird and Mendenhall, 2016). It has analysed by authors that Mintzberg managerial role
theory is effective to manage cultural diversity by providing different roles to employees in the
company which is effective and justified according to the cultural diversity needs of employees.
As stated by Padhi (2016), cultural and language diversity can be managed by the organisation
by the enhancement of people and cultures of different nations in which company want to
expand their business. According to the author, it is essential for the management to analyse the
cultural diversity of the nation in which the company wants to expand their business. It also has
been analysed by the author that organisational performance and productivity of the employees
can be decreased by cultural diversity and the communicational gap in employees (Padhi, 2016).
The cross-cultural study is effective to examine the interactions and communicational aspect in
between people belongs to different cultures and subcultures. Author has explained that
globalisation is the major aspect which has developed cultural diversity management and
communicational management needs in the organisation (Padhi, 2016). An organisational culture
contains language, social habits, language, social thinking, traditions, music and arts which
effects on the behaviour, thinking and decision making of people.
It has been analysed by the author that management should have to be aware of different cultural
aspects which develop cultural diversity in the international market for their employees (Padhi,
2016). Unity, boding and team spirit are the significant aspect which has to be developed by the
management in their employees which can help to the company to attain their organisational
objectives. Value and beliefs are also significant elements which develops human behaviours and
thinking while working in an organisation which also has to be considered by the management
while developing their organisational policy (Padhi, 2016). All of these elements are significant
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to consider which can help them to manage cultural diversity in the international expansion of
the organisational (Padhi, 2016). Author has given his more focus on the communicational
aspect in the globalised organisation. According to the author, it is the key cause which creates a
difference between the employee and organisation. Language diversity restricts to employees to
understand the organisational policies effectively and also to communicate with subordinates
working in the organisation (Padhi, 2016). The author has focused on the organisational policy
development by analysing the cultural diversity management needs in the organisation.
As per the view of Pudelko (2014), cross-cultural management and diversity in language are
significant to develop a better working environment in a global organisation. Most of the
companies which expand their business in the global market are having a need to consider
different elements of culture which creates diversity. Author has explained the significance of
cross-cultural management studies in developing a better change in the global organisation to
manage the diversities. Hofstede cultural diversity framework is effective to analyse and
compare the cultural dimensions of different countries (Pudelko, 2016). Hofstede model focuses
on six different cultural dimensions which impact the employees, organisational and
management policies of the company.
According to the author, it is essential for organisations which are interested to enter in the
global foreign market to enhance the profits, revenues and business by entering in a new market
to analyse the culture of the foreign country (Pudelko, 2016). Cultural aspect may be different
from the domestic country which may impact on the performance of the people which also
belong to the foreign country. Values and beliefs are the significant factors which have to be
considered while managing cultural diversity. It has been analysed by the author that domestic
companies have to use Hofstede model to compare the cultural dimension of the domestic and
foreign country to develop or adopt organisational and HRM policy accordingly which can help
to the management to succeed to attain their business objectives.
It is effective to consider the Hofstede model and differences in the cultural dimensions which
expanding business in the international market which can help to the management to develop an
effective change according to the foreign culture (Pudelko, 2016). The communicational gap is a
significant aspect which has also considered by an author in cultural diversity management and
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cross-cultural communication. Different methods are used to communicate and it is essential to
adopt an appropriate one according to the situation (Pudelko, 2016). Body language, verbal and
written these are the different ways of communication which has to be developed and
authenticated by the management by analysing cultural diversity in the international expansion.
According to Brannen (2014), language is the key factor which develops communication in the
company which is significant. Most of the companies which want to expand their business in the
international market determine the communicational gap which has to be bridged by the effective
language adoption in the company. Communication is a significant aspect to keep the flow of
information and orders in the whole organisational structure. It has been analysed by the author
that companies should analyse the typologies of idioms in the multinational companies which
can help them to make a better change in the internal l workings of organisational form
(Brannen, 2016). It is essential to that company which wants to enter the foreign market to
develop parent and subsidiary functional language in the company.
Parental language has to be based on the domestic culture of the company from which company
belongs (Brannen, 2016). In the international market, it is essential for the company to analyse
the language factor while entering in the foreign market which can help them to develop better
organisational policies and to develop a better working cooperative environment in the
organisation. Management on language diversity is effective to enhance team development and
production of outputs. It is a required factor that each and every individual has to work on higher
productivity standards which can help to the company to attain its business targets and objectives
(Brannen, 2016). Author has analysed that management should focus on individuals
communicational problems and needs which can help them to develop a better communication
strategy and organisational policy to work with proper coordination and the cooperation.
According to PODLESNY and ELZE (2014), internationalisation is the key diverging factor for
an organisation to enter in the new cultural backgrounds for business purposes. It has been
analysed by authors that cultural background creates a significant impact on the people which are
working in the global company. The globalisation of organisations has developed different
communicational errors in between employees and management which creates different conflicts
in the organisation. Identification of barriers is significant to develop an effective
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communicational strategy in the company which is affected by a global factor (PODLESNY and
ELZE, 2014). The author has conducted this whole research on a case to analyse the factors
which work in language barriers and cultural diversity. It has been analysed by the author that
intercultural communication is a process to communicate in between two different cultural
backgrounds. Distinguishment in the cultural background is the key factor which creates
miscommunication in between the employees and management. Communicational problems are
occurred due to enlargement of the business in different cultural backgrounds which has a huge
difference in cultural values and beliefs which determines thinking and behaviours. Verbal and
non-verbal communicational styles are used to share information and feelings in the participants
in the communicational process (PODLESNY and ELZE, 2014). Adoption of communicational
style is also affected by the cultural background of the organisation. Use of body language is not
considered in a positive manner in some cultural backgrounds so it is essential for the companies
to use an effective communicational style in the global market.
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Conclusion
On the basis of above study, it can be concluded that most cultural differences are emerged due
to the globalisation of the companies. It has been analysed that rigorous development of market
has been realised by the organisation which has potentials after the Second World War. Cultural
diversity management has become the new area for research after this movement. It has been
analysed that internationalisation of organisation is based on the effectiveness of organisations to
manage cultural diversity. Communicational aspects also play a significant role in the success of
the organisation in the international market. It is essential for the consider communication gap in
the existing and new culture by which organisation management can develop an effective
communication process. HRM policies are significant to manage cultural diversity in
organisations working in the international market.
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References
 Bird, A. and Mendenhall, M.E., 2016. From cross-cultural management to global
leadership: Evolution and adaptation. Journal of World Business, 51(1), pp.115-126.
 Brannen, M.Y., Piekkari, R. and Tietze, S., 2014. The multifaceted role of language in
international business: Unpacking the forms, functions and features of a critical challenge to
MNC theory and performance.
 Padhi, P.K., 2016. The Rising Importance of Cross Cultural Communication in Global
Business Scenario.
 PODLESNY, P.A. and ELZE, J., 2014. Overcoming intercultural communication
barriers: Organisational Culture and Organisational Learning within a Swedish Textile
Company.
 Pudelko, M., Tenzer, H. and Harzing, A.W., 2014. Cross-cultural management and
language studies within international business research: past and present paradigms and
suggestions for future research. Routledge Companion to Cross-Cultural Management.
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