THE IMPACT OF MANAGERIAL MULTICULTURAL COMPETENCES ON COMPANY’S COMPETITIVE ADVANTAGE IN GLOBAL ECONOMY Print

Rosana Grušovnik, Dejan Jelovac

Abstract

In this article, we will present an empirical account on management of intercultural differences. The focus will be on managerial dilemma how to achieve the company’s competitiveness with adaptation to market forces as well as to the cultural environment in which they operate. The contemporary companies in global economy need competent management with willingness, awareness, knowhow and skills to successfully communicate and operate across cultural borders. Because they are not visible on the surface, they represent an overlooked factor that can have an impact on the organisation’s success. In our qualitative empirical study on the sample of 28 managers from Slovenia, EU, and former Yugoslavia, we try to find out how their intercultural competences affect everyday business activities, whether the management is neglecting the impact of cultural factors, and whether the reason for such neglecting is the lack of intercultural competences. In the discussion and conclusion of the article listed are recommendations to managers and suggestions to academics for further exploration.

Keywords: business culture, organisational culture, cultural differences, intercultural competences, management.

Rosana Grušovnik is M.A. in Business Sciences at Gea College – Faculty of Entrepreneurship, Ljubljana, Slovenia; rosana.grusovnik(at) artriana.si.

Prof. Dr. Dejan Jelovac is Full Professor of organisational sciences and business ethics at School of Advanced Social Studies, Nova Gorica; Faculty of Media, Ljubljana and Catholic Institute - Faculty of Business Studies, Ljubljana; Faculty of Information Studies in Novo mesto; Slovenia; dejan.jelovac (at) gmail.com.

Cite this article:
Grušovnik Rosana, Jelovac Dejan. THE IMPACT OF MANAGERIAL MULTICULTURAL COMPETENCES ON COMPANY’S COMPETITIVE ADVANTAGE IN GLOBAL ECONOMY. Innovative Issues and Approaches in Social Sciences, vol.7, no.3:58-89, DOI:http://dx.doi.org/10.12959/issn.1855-0541.IIASS-2014-no3-art04

Digital Object Identifier(DOI): http://dx.doi.org/10.12959/issn.1855-0541.IIASS-2014-no3-art04

View full text in pdf: http://www.iiass.com/pdf/IIASS-2014-no3-art04.pdf

 

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