Intercultural Management in Business MAR0152

This report discusses the concept of cultural regularity and variability in international business for intercultural management, the role of Ethnorelativistic approach in affecting the working procedure of international business, and determining the management of cultural differences in international business management. It highlights the importance of cross-cultural management in international business and the impact of cultural differences on the working procedure. The report also provides insights into Hofstede's Cultural dimension Theory and Trompenaars model of cross-cultural. The subject of the report is Intercultural Management in Business MAR0152.

Intercultural Management in
Business MAR0152

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Concept of cultural regularity and variability in international business for intercultural
management.................................................................................................................................3
Analysing the role of Ethnorelativistic approach in affecting the working procedure of
international business...................................................................................................................5
Determining the management of cultural differences in international business management....5
CONCLUSION................................................................................................................................6
REFERENCES................................................................................................................................8

INTRODUCTION
Culture regularity and variability refers to managing the diversities of the cultures that
includes the numerous cultures. In international businesses, cultural dimension management in
effective manner plays the vital role. As stated by Browaeys and Price, (2019) Cultural
dimension refers to the cross-cultural communication. In global level businesses, people from the
different culture has been involved and this leads to create the cross-cultural environment.
Managing the cultural dimension is the important part of the business as the culture of the people
is integrated with the values and beliefs. This report will illustrate about the concept of cultural
dimension, regularity and variability in the management of international business. Also, the
impact of ethnorelativistic approach over the work will be described in the report. Appropriate
theories and models will be highlighted in the report.
MAIN BODY
Concept of cultural regularity and variability in international business for intercultural
management
As per the views of Szőcs and Miska, (2020) Culture regularity refers to the
regularization of the culture in the international business and the culture variability determines
the numerous cultures that are involved in the business. At the global level businesses, there are
large number of people involve that are from the different cultures. All of these people are
concerned with the different values and beliefs that has been developed by their culture and
when this people make interaction in the business then this lead to create the situation of
conflicts among the people. In the opinion of Habel and et.al., (2020) the Cultural Conflict
Theory says that, the clashes among the people have been arises due to the cross-cultural
background of the people and when the thoughts and values of people do not get match then, it
leads to create the conflicts among the people.
In similar manner, in international business there are large number of clashes takes place
among the employees as they are from the different background. At a point of time, different
mentalities of the people gets mismatch and it leads to create the clash among them. Therefore,
the cultural regularity and variability has been considered as the integrated part of the
international business management. The business is performing its operation on the international
level within including the number of people in the business. Thus, it is the accountability of the

international businesses that they must provide a keen focus over the management of the cultural
regularity and variability in the businesses. As it ensure the higher values towards the members
that are the part of the organizations. As per the views of Piana, Vecchi and Jimenez, (2018)
Hofstede's Cultural dimension Theory depicts the complete framework that is concerned with
the cross-cultural communication. This theory develops the effective understanding of the
different cultures and provides the guidance to the international business management in terms of
managing the cross-cultural communication in the business.
This theory has been parted into different dimensions and those are power distance,
individualism versus collectivism, uncertainty avoidance and femininity versus masculinity. As
stated by Menard, Warkentin and Lowry, (2018) In the international business there are large
number of people have been involved some are from those culture in which the cross-discussion
has been done and some are from those culture in which the people are concerned with the
mentalities that, whatever has been said by the adults is appropriate. When it comes to
international business same, mentalities of the people has been applied. In the opinion of Minkov
and Kaasa, (2020) some employees prefers the cross-communication and some do not. Thus, in
order to maintain the culture variability it is highly important to understand the needs arrives
from the different culture. The power distance dimension adopts in the IBM in order to
determine the cultural power of the employees and assures the effective organizational culture to
the employees. The individualism versus collectivism dimension aligned with the belief that
needs of the people has to be analysed in relation to assuring the individualism treatment or
collectivism treatment to the culture.
In accordance to Kaasa, (2021) the masculinity culture enables the international business
to take decisions without making people part of it. Whereas, the femininity culture leads to
involve all the people from different culture in the decision-making. The uncertainty of
avoidance refers to the degree of reducing the threats that can come from the cross-cultural
dimensions in the internal business. Hofstede's Cultural dimension depicts the five dimensions
that arrives from the different cultures in the IBM. Thus, proper understanding of all the
dimension enables the international business in term of managing the cultural regularity and
variability.

Analysing the role of Ethnorelativistic approach in affecting the working procedure of
international business
As per the views of Elfenbein, (2020) Ethnorelativistic approach refers to the ability of
seeing the values and behaviour of the people in accordance with their culture rather than seeing
it as a whole universe. Thus, this approach clearly depicts that, the employees in the organization
must be given the values in accordance with their culture so, the employees does not feel
excluded. In the opinion of Capstick, (2020) Ensuring the sense of inclusion to the employees is
highly important in order to boost their motivation. Otherwise, it leads to create the large number
of conflict. Thus. Ethnoreativistic approach provides the positive impact over the working
procedure in the international business. Furthermore, this approach leads to create the sense of
belongingness in the employees that are from the different culture and gathers their attention
towards the business. Hence, this leads to ensure the effective contribution of the employees in
performing the task. As a result, the working procedure becomes more effective.
As per the views of Dai and Martin, (2022) the belief and values of the people has been
identified in accordance to this approach and it leads to maintain the cultural regularity and
variability in the business. Ensuring the values towards the culture of the employees creates the
effective interaction among all the members in the organization and this provides direct impact
over the management of the different clashes related to the culture. Moreover, this approach
suggest international businesses to adopt such policies that assures equality to all the culture in
the companies. No discrimination among the people has to be done on the basis of their culture.
Thus, Ethnorelativistic approach leads to create the source of motivation for the employees in the
organization. It provides the direct impact over the working procedure of international business.
Thus, assuring the values to each culture in the organization leads to assure the effective working
procedure in the international business.
Determining the management of cultural differences in international business management
As stated by Ferraro, (2021) Cultural difference refers to the different behaviour pattern,
beliefs and values of the people towards the same situation. All these elements has been
integrated with the people on the basis of their culture. Cross-cultural theory of Richard Lewis
states that, all the culture in the world must be parted into three parts and those are linear-active,
multi-active and reactive. This model of culture mainly focuses on creating the effective
communication in the international business. As the communication is the base element in the

cultural difference. The international business must adopt this model in order to ensure the
effective communication in the organizations. The three partition has been done and then the
communication pattern has been created among the parted groups. In accordance with the Alam
and Rasheduzzaman, (2018) Those people who did not talk much has been involved in the
linear-active. Those people who talk more has been involved in multi-active and those who are
good listeners has been involved in the reactive. In this manner, the issues regarding the cross-
cultural communication can be resolved in the international business. The effective
communication chain has been created among all these groups.
In the opinion of Tien, (2019) The Trompenaars model of cross-cultural helps in
managing the cultural difference in the organizations. This model is consists of the dimension
that indicates that, in international business, the particularism approach has to be adopted in
which the value towards each culture has been assured. The another dimension says the
collectivism approach has to be adopted and those policies has to be implemented that assures
the inclusion of all culture. Furthermore, the emotions of the members regarding their culture has
to be taken in consideration in order to ensure the values towards their culture. As per the views
of Carolina, (2019) The attitude of the people towards the time has been differed on the basis of
their culture. Thus, on the basis of the attitude the treatment has to be assured to the members in
the international business. Thus, this model of culture depicts that, it is in the hand of the
organizations that they can drive the effective cultural management in the organizations. Such
policies have to be implemented that assure the inclusion of all culture and respect towards them.
CONCLUSION
From the above report it has been concluded that, cross-cultural management is an
integrated part of the international business management. The report has further shown that, in
international business there are large number of people have been involved that are from the
different cultures and nationalities. Thus, it is highly important to identify the cultural
requirement of each individual in the business. As this provides the direct impact over the

working procedure of the international business. Also, the report has highlighted the concept of
cultural variability and regularity. Also, impact of Ethnorelativistic approach over the working
procedure has been described. Ways in which effective cross-cultural management leads to
create the source of motivation for the employees has been highlighted in the report.

REFERENCES
Books and Journals
Alam, J. and Rasheduzzaman, M., 2018. Cross-cultural project on human resource management:
an overview. International Journal of Science and Business. 2(2). pp.101-114.
Browaeys, M.J. and Price, R., 2019. Understanding cross-cultural management. Pearson UK.
Capstick, T., 2020. Language learning and intercultural learning. In Language and Migration (pp.
106-144). Routledge.
Dai, X. and Martin, J.N., 2022. Perspectives and Approaches to Intercultural Communication
Competence. The Handbook of Global Interventions in Communication Theory, p.456.
Elfenbein, J., 2020. Learn First, Then Serve: Re-focusing the International Service-learning
Model to Develop Cultural Humility. In Improving Classroom Engagement and
International Development Programs: International Perspectives on Humanizing Higher
Education. Emerald Publishing Limited.
Ferraro, G.P., 2021. The cultural dimension of international business. Prentice Hall.
Habel and et.al., 2020. Industrial buying during the coronavirus pandemic: A cross-cultural
study. Industrial Marketing Management, 88, pp.195-205.
Kaasa, A., 2021. Merging hofstede, schwartz, and inglehart into a single system. Journal of
cross-cultural psychology. 52(4). pp.339-353.
Menard, P., Warkentin, M. and Lowry, P.B., 2018. The impact of collectivism and psychological
ownership on protection motivation: A cross-cultural examination. Computers &
Security. 75. pp.147-166.
Minkov, M. and Kaasa, A., 2020. A test of Hofstede's model of culture following his own
approach. Cross Cultural & Strategic Management.
Piana, B.D., Vecchi, A. and Jimenez, A., 2018. Embracing a new perspective on the governance
of family business groups: a cross-cultural perspective. European Journal of
International Management. 12(3). pp.223-254.
Szőcs, I. and Miska, C., 2020. Ethics in the context of cross-cultural management. SAGE
handbook of contemporary cross-cultural management.
Tien, N.H., 2019. International economics, business and management strategy. Dehli: Academic
Publications.

Carolina, Ț., 2019. Dimensions of national culture–cross-cultural Theories. Studies in Business
and Economics,.14(3). pp.220-230.