The Impact of the Cross-Cultural Factors on Getting the Management Performances within AKER Multinational Company

Adriana Olaru () and Alexandru Capatina
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Adriana Olaru: Dunarea de Jos University, Galati, Romania

REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, 2009, vol. 10, issue 2, 266-277

Abstract: Our paper approaches the aspects connected to the analysis of the values’ system specific to the AKER multinational group, world leader on the market targets represented by cruises and ferryboats, commercial ships and offshore platforms. The case study was developed at Aker Tulcea subsidiary, component of AKER multinational group. We proposed to identify the cultural profile of this firm, on the basis of the organizational cultures pattern elaborated by G. Hofstede. In this way, we conceived a questionnaire addressed to a number of 20 middle managers, in view to analyze the cross-cultural influence upon the performances of this organization. The results obtained during our research revealed that Aker Tulcea subsidiary assumed the values promoted by AKER multinational group, fact which led at the efficient management of the cultural differences and the creation of the premises in order to obtain organizational performances.

Keywords: cross-cultural; performance; cultural values; motivation; rewards, cultural differences. (search for similar items in EconPapers)
JEL-codes: F23 Z10 (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:rom:rmcimn:v:10:y:2009:i:2:p:266-277

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