The impact of cultural intelligence in an international company – 2st level survey

  • Reinhold Gruber University of applied science Burgenland, Campus 1, 7000 Eisenstadt

Abstract

Different cultures – different language – different names – different behaviors. In literature, different cultures are mostly described between continents and borders. International companies reach their limits in implementing new top down strategy to all subsidiaries across the planet. Different work methods in different areas and even in different departments can frustrate the responsible international manager. Cultural intelligence can help to minimize the storming time and loss of efficiency of new international teams. Good trained managers (on Cultural Intelligence) do at least speak a view words of the language of the new colleagues and pronounce the names of the team members in the right way. In the first part of the paper it was examined how biased people can be if they hear foreign names. Names even can decide on if someone gets a job or not. The 2nd part of the survey carried on the examination of the cultural differences within a company. The 1st part was done with respondents from different companies. It is interesting to know, especially for the managers, how the employees feel and think. How they work and how they prefer to communicate. The 2nd part describes the 1st survey, consists of a sequence of four steps which will be performed within the group. In total 28 companies are parts of the group on three continents (Europe, Asia and America).
Published
Oct 6, 2017
How to Cite
GRUBER, Reinhold. The impact of cultural intelligence in an international company – 2st level survey. European Journal of Multidisciplinary Studies, [S.l.], v. 2, n. 6, p. 63-76, oct. 2017. ISSN 2414-8385. Available at: <http://journals.euser.org/index.php/ejms/article/view/2626>. Date accessed: 18 sep. 2019. doi: http://dx.doi.org/10.26417/ejms.v6i1.p63-76.