Analyzing SSSL & Al Zulfi Group Partnership in International Business

This report explores the potential for a successful partnership between SSSL and Al Zulfi Group in Qatar, focusing on addressing gender equality in a male-dominated work environment. It suggests strategies for convincing Al Zulfi's management of the benefits of gender equality, such as enhancing the company's image and attracting skilled resources. The report also highlights the importance of cross-cultural competencies, including understanding human relationships, managing personal attitudes, and efficiently learning new cultures, which are crucial for successful cross-border projects. The document concludes by emphasizing how embracing cultural shifts and neutral policies can open new alliances and improve collaboration within competing firms. Desklib provides access to this document along with a variety of study tools.

International Business
NAME OF STUDENT:
NAME OF COLLEGE:
AUTHORS NOTE:
Running head: INTERNATIONAL BUSINESS

INTERNATIONAL BUSINESS
Q1
Yes there can be a successful solution for all stakeholders in partnership between SSSL and Al
Zulfi Group Qatar. According to King, Maniam & Leavell (2017) some industries like
Construction are pre dominantly male oriented workplace which needs to focus on areas to
develop gender fairness opportunities and Qatar being a nation that has male dominated culture
with restricted role of women at work, majorly limiting to clerical or administrative jobs needs to
show a clear definition of workplace transition. Hence the solution that can be considered in this
situation is to make the management as well as major clients of Al Zulfi group aware of role of
gender equality at workplace and its evolving significance globally. Al Zulfi management can be
convinced to set role model image for new transitioning workplace within Qatar where slowly
there have been signs of growing gender equality. Mr Singh can discuss scope with Mr Khan that
how the partnership between SSSL and Al Zulfi can become a milestone foundation by
introducing a women project manager in security service industry in Doha (Qatar) that will set
apart a new foundation and example for others in cross sector or inter sector industry. Other than
this Mr Singh can discuss challenges of acquiring skilled resources in security service industry
such as availability of alternative options in other sectors as well as issue of aging workforce that
is retiring. So if prospective partnership between SSSL and Al Zulfi can demonstrate a
successful accommodation of women project manager in a multi-valued project then the public
image and branding of company will come into spotlight which will give a huge boost to attract
other like-minded companies and people to encourage participation of women in workforce with
efforts to engage targeted female candidates (Eden & Gupta 2017). This influence of employee
branding can have a strong impact to influence decisions of other clients mainly overseas who
look for cultural mind shift to equality thus opening up new alliance scope from competing firms
to gain better collaboration with accommodating culture and neutral policies.
Q2
According to Calvin, Beale & Moore (2017) some cross cultural competencies that are required
in cross border hiring and projects includes specific knowledge, skills and attitude that makes
potential resource to be hired fit into cross cultural competency. The first and foremost
requirement is understanding of human relationship and effective interaction capabilities that can
develop mutual relationship with people from other culture and beliefs in order to attain
professional goals. As opined by Baba (2018) the competency to engage in effective interaction
with people from any culture helps in cross border projects by building focused relationship that
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INTERNATIONAL BUSINESS
can help to get the work done. Another competency that is needed is managing own attitude
towards culture where resource to be hired need to keep control on self-reactions so as to value
other customs that are different. Another requirement to fit in cross cultural project is ability to
learn new culture efficiently where efforts can be made to learn new things and make networks
to cope with cultural surprises with proactive preparation and new insights.
References
Baba, A. J. (2018). Cross-cultural communication imperatives. Critical Perspectives on
International Business, 14(2), 170-187. Retrieved from doi:
http://dx.doi.org/10.1108/cpoib-01-2017-0005 [Accessed on 18 Nov. 2018]
Calvin, J. R., Beale, R. L., & Moore, K. (2017). ACCULTURATION AND ALLIED
CONTRIBUTING FACTORS THAT FURTHER ADVANCE CROSS-CULTURAL
MANAGEMENT LEARNING AND EDUCATION: A CONCEPTUAL APPROACH.
Journal of Organizational Culture, Communications and Conflict, 21(2), 1-11. Retrieved
from https://search.proquest.com/docview/2023975283?accountid=30552 [Accessed on
18 Nov. 2018]
Eden, L., & Gupta, S. F. (2017). Culture and context matter: Gender in international business
and management. Cross Cultural & Strategic Management, 24(2), 194-210. Retrieved from
doi: http://dx.doi.org/10.1108/CCSM-02-2017-0020 [Accessed on 18 Nov. 2018]
King, J., Maniam, B., & Leavell, H. (2017). SHATTERED GLASS AND CREAKY STEPS:
REMODELING THE GLASS CEILING AND GLASS ESCALATOR THEORIES
USING AN INTERSECTIONAL TOOLBOX. Southern Journal of Business and Ethics,
9, 194-203. Retrieved from https://search.proquest.com/docview/2015736131?
accountid=3055 [Accessed on 18 Nov. 2018]
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