Cultures at work: Interkulturelle Zusammenarbeit in Unternehmen

Kim Burzan () and Alexander Haselhorst ()
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Kim Burzan: DBA-Student, General Management, Cyprus International University
Alexander Haselhorst: Professor, General Management, IST- Hochschule Düsseldorf,

Zeitschrift für interdisziplinäre ökonomische Forschung, 2016, issue 2, 47-58

Abstract: Facing cultures at work in a globalized world, managing cultural diversity becomes a major element for internationally operating companies regarding their successful operation and their competitive advantage. Different markets result in different requirements - hard and soft skill wise. In order to understand and comply with them, international companies are aiming for cultural specialists for their diverse markets. This results in a cultural diverse workforce. These diverse culture specialists are working together under one organizational roof in various business contexts. This set-up potentially leads to a clash of cultures and further to a clash of interests, which can result in disturbances on the daily operation level. Opportunities of diverse teams, such as combining different experiences, knowledge and skills, can result in a "melting pot" of new innovative ideas, problem solving and out of the box thinking. The challenges are especially on the relationship level, such as acceptance and openness among each other, the elimination of prejudice and the development of an intercultural competence framework of each employee. Intercultural Management-Trainings will help toqualify theworkforce for these challenges.

Keywords: International Organizations; Cross-Cultural Coope­ ration; Cultural Diversity; Multinational Teams; Intercultural Management Training; Organizational Culture; Leadership Style (search for similar items in EconPapers)
JEL-codes: F23 (search for similar items in EconPapers)
Date: 2016
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