Effective cross-cultural relationships in multinational corporations. Foreign subsidiaries’ viewpoint

Since multinational corporations (MNCs) operate in many distant cultures, cross-cultural relationships are their day-to-day reality that affect efficiency of their multinational workforce. Therefore, MNCs are expected to learn how to manage such relationships to establish fruitful cooperation among their employees and with external stakeholders. MNCs need to understand barriers to and facilitators of effective cross-cultural relationships. The identification of them is the goal of this paper. Basing on the literature review, the author’s concept of cultural barriers and her research, the paper lists barriers to cross-cultural interpersonal interactions and discusses the empirical findings on what contributes to effective cooperation within MNCs. Since MNCs headquarters’ perspective is more common in international business’ literature and research, foreign subsidiaries’ viewpoint is emphasized in this paper.
Belongs to collection