MANAGING CROSS-CULTURAL DIFFERENCES IN MULTINATIONAL CORPORATIONS OF THAILAND
Keywords:
multinational corporations; cross-cultural communication; globalization; expatriates.
Abstract
As corporations expand and their business activities increase, their focus is not limited only to the local geographic region but to the world. This, in turn, has led to the emergence of multinational corporations, sometimes called transnational corporations or even global firms. With the advent of new political ideologies, multinational corporations have found their firm footing all around the world. Having a cross-cultural team can help in providing a varied experience and advanced thinking in the establishment of competitive position among organizations. Definitely, there could be some interference in completing projects due to this diversity but the manager should be better equipped to face this challenge so that to avoid and prevent cultural misunderstandings. In this paper we will try to look at some of the theories related to cross-cultural management and some methods such as motivational training of employees dealing with the related issues. The paper shows that global project management can succeed through culturally aware leadership, cross-cultural communication, and mutual respect.
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References
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Mendenhall, M.E., Dunbar, E. & Oddou, G.R. (1987). Expatriate Selection, Training, and Career-pathing, A Review and Critique. Human Resource Management, 26, 331–345.
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Windham International and National Foreign Trade Council, Inc. (1998). Global relocation trends: 1998 survey report. New York: Windham International.
Brewster, C., and Scullion, H. (1997). A Review and Agenda for Expatriate HRM. Human Resource Management Journal, 7. 32–41.
Bonache, J., Brewster, C. & Suutari, V. (2001). Expatriation, A Developing Research Agenda. Thunderbird International Business Review, 43. 3–20.
Chinerawat V. (2009). An Econometrical Three Factor Model of Cross-cultural Adaptability: A case study of Taiwan companies in Thailand. Graduate Institute of International Workforce Education and Development, National Taiwan Normal University, R.O.C. Taiwan.
Caligiuri, P.M. (2000a). Selecting Expatriates for Personality Characteristics, A Moderating Effect of Personality on the Relationship between Host National Contact and Cross-cultural Adjustment, Management International Review, 40, 61–81.
Caligiuri, P.M. (2000b), The Big Five Personality Characteristics as Predictors of Expatriates’ Desire To Terminate the Assignment and Supervisor-rated Performance. Personnel Psychology, 53. 67–89.
Cullen, J.B. & Parboteeah, K.P. (2008). Multinational Management: A Strategic Approach. South Western Publisher, USA.
Delios, A. & Bjorkman, I. (2000). Expatriate Staffing in Foreign Subsidiaries of Japanese Multinational Corporations in the PRC and the United States. International Journal of Human Resource Management, 11, 278–293.
Fons Trompenaars and Charles Hampden-Turner, (1997) Riding the Waves of Culture: Understanding Cultural Diversity in Business (2nd ed.), 1, London: Nicholas Brealey
Gao, Q., Fjelkner, V. & Lange, G. (2005). Preventing expatriate failure - A research on the expatriates selection and training. Retrieved November 3, 2009.
Gong, Y. (2003). Subsidiary Staffing in International Enterprises, Agency, Resources, and Performance. Academy of Management Journal, 46. 728–739.
Harzing, A.W. (2001). Who’s in Charge? An Empirical Study of Executive Staffing Practices in Foreign Subsidiaries. Human Resource Management. Summer, 139–158.
Herzberg F. (1959). Herzberg’s theory. Retrieved February 23, 2010.
Hofstede, G., (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations across Nations. Thousand Oaks, CA: SAGE Publications.
Institute of Asia Study. (2005). Thai workers Protest in Taiwan. Retrieved February 23, 2010 from http://www.thaiworld.org/th/include/answer_search.php?question_id=184
Kim, Y. Y. (2004), Long-term cross-cultural adaptation: Training implications of an Integrative theory, In: D. Landis, J. Bennett & M. Bennett (Eds.). Handbook of Intercultural Training. Thousand Oaks, CA: Sage.
Kim, Y. S. (2009) A Study of Cross-Cultural Adaptation Communication Experiences of American Expatriates in South Korea. Human Communication. A Publication of the Pacific and Asian Communication Association, 11(4), 511-528.
Lau, K., Nicholas, S., O Flynn, J., Ricciotti, A., & Sammartino, A. (2001) Expatriate Management : A Business Model for diversity management. Retrieved from
http://www.managementmarketing.unimelb.edu.au/mcib/include/diversity/EXPATRIATE%20MANAGEMENT%20-%20A%20BUSINESS%20MODEL %20FOR%20DIVERSITY%20MAN.pdf
Mendenhall, M.E., Dunbar, E. & Oddou, G.R. (1987). Expatriate Selection, Training, and Career-pathing, A Review and Critique. Human Resource Management, 26, 331–345.
Punch, K.F. (1998). Introduction to Social Research: Quantitative & Qualitative Approaches. London: Sage Publications.
Selmer, J. (2000). A quantitative needs assessment technique for cross-cultural work adjustment training. Human Resource Development Quarterly, 11(3), 269-281.
Schuler, R.S., Budhwar, P. & Florkowski, G.W. (2002). International Human Resource Management, Review and Critique. International Journal of Management Reviews, 4. 41–70.
Singleton Jr., R.A.; Straits, B.C. & Straits, M.M. (1993). Approaches to Social Research, 2nd ed., Oxford: Oxford University Press.
Smith, P. B., M. F. Peterson & Thomas, D. C. (2008). The Handbook of Cross-Cultural.Management Research. Los Angeles: Sage Publication.
The Thailand Board of Investment (2008). Investment Direction in Thailand 2008. Thailand Investment Review, 18(2), 9-10.
Tung, R. (1982), Selection and Training Procedures of US, European, and Japanese Multinationals, California Management Review, 25. 57–71.
Windham International and National Foreign Trade Council, Inc. (1998). Global relocation trends: 1998 survey report. New York: Windham International.
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Published
2018-06-15
How to Cite
Rajpal, S., & Onyusheva, I. (2018). MANAGING CROSS-CULTURAL DIFFERENCES IN MULTINATIONAL CORPORATIONS OF THAILAND. The EUrASEANs: Journal on Global Socio-Economic Dynamics, (3(10), 61-72. https://doi.org/10.35678/2539-5645.3(10).2018.61-72
Section
Articles
Copyright
The EUrASEANs
International College Suan Sunandha
Rajabhat University, Bangkok, Thailand
