Abstract
This chapter presents an analysis of global business using a pluralistic, inclusive, and complementary approach. There needs to be greater flexibility, understanding, and empathy among global partners of the needs within global organizations of addressing cultural diversity and inclusivity in the decisions and actions that are taken. The aspects affecting human nature are an intrinsic part of the performance of an employee; therefore human nature, language, and the cultural dimensions of employees in a global business environment are analyzed. Alternative approaches of viewing cultural diversity from a management perspective are discussed. A critical analysis of a Unity of Perspectives is undertaken to show how, although employees come from diverse backgrounds and cultural experiences, a participative management approach contributes significantly to the feeling and morale of staff and increases their performance and levels of productivity. Change management is inevitable in organizations. A crucial aspect to my discussion on cultural diversity is the question: How do managers, manage change? Emotional intelligence, insights, and respect regarding interpersonal relations and corporate encounters with employees from diverse cultural groups are, in my opinion, crucial for successful business growth, development, and sustainability. Dialogue is an important tool on the road to mutual understanding between individuals from different cultural backgrounds in a global business environment. The pivotal role dialogue plays in the transformation and cooperation between employees is discussed within the context of the global business environment. The role the global business environment plays in providing a sense of direction and hope for humanity by adopting an inclusive, pluralistic, diverse, culturally empowering stance is emphasized.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
April, K., & Blass, E. (2010). Measuring diversity practice and developing inclusion. Dimensions, 1(1), 59–66.
Bauman, Z. (2001). The great war of recognition. Theory, Culture and Society, 18(2–3), 137–150.
Bourdieu, P. t. (1984). Distinction: A social critique of the judgement of taste. Cambridge, MA: Harvard University Press.
Bower. (2012). Leadership Coaching: Does it really provide value? Journal of Practical Consulting, 4(1, Fall), 1–5.
Cobb, J. (1982). Beyond dialogue: Toward a mutual transformation of Christianity and Buddhism. Philadelphia: Fortress Press.
Crossan, J. (1975). The dark interval: Towards a theology of story. Niles, IL: Argus Communications.
Diener, E., & Seligman, M. E. P. (2004). Beyond money: Toward an economy of well-being. Psychological Science in the Public Interest, 5(1), 1–31.
Geertz, C. (1973). The interpretation of cultures. New York: Basic Books.
Goleman, D. (2001). Emotional intelligence competencies cluster. New York: Bantam Books.
Heitner, K. L., Kahn, A. E., & Sherman, K. C. (2013). Building consensus on defining success of diversity work in organizations. Consulting Psychology Journal: Practice and Research, 65(1), 58–73.
Hofstede, G. (1994). The business of international business is culture. International Business Review, 3(1), 1–14.
Jordan, P. J., Ashkanasy, N. M., & Hartel, C. E. J. (2002). Emotional Intelligence as a moderator of emotional behavioral reactions to job insecurity. Academy of Management Review, 27, 361–372.
Keller, K. (2008). Strategic brand management: Building, measuring and managing brand equity. Upper Saddle River, NJ: Peason/Prentice Hall.
Kreitner, R., & Kinicki, A. (2001). Organisational behaviour (5th ed.). New York: Mc Graw Hill.
Lytle, A. l., Brett, J. m., Barsness, Z. J., Tinsley, C. H., & Janssens, M. (1995). A paradigm for confirmatory cross-cultural research in organisational behaviour. Research in Organisational Behaviour, 17, 167–214.
Mac Kay, R. B., & Chia, R. (2013). Choice, chance and unintended consequences in strategic change: A process understanding of the rise and fall North Co Automotive. Academy of Management Journal, 56(1), 208–230.
Marx, K. (1963). Selected writings in sociology and social philosophy (T. B. Bottomore, Trans. & T. B. Bottormore and M. Rube, Eds.). London: McGraw-Hill.
Pitts, D. (2006). Modeling the impact of diversity management. Review of Public Personnel Administration, 26(3), 245–268.
Senge, P. (1992). The fifth discipline. Milsons Point: Random House.
Shapiro, W. (1987, May 25). What’s Wrong? Time Magazine, p. 28.
Shimizu, K., & Hitt, M. A. (2004). Strategic flexibility, organisational preparedness to reverse ineffective strategic decisions. Academy of Management Executive, 18(4), 44–59.
Smart, N. (1981). Beyond ideology: Religion and the future of western civilization. London: Collins.
Sosik, J., & Megerian, I. (1999). Understanding leader emotional intelligence and performance: The role of self-other agreement on transformational leadership perceptions. Group and Organization Management, 24(3), 367–390.
Stackhouse, L. (1986). Public theology and political economy: Christian Stewarship in modern society. Grand Rapids, MI: Wm.B.Eerdmans.
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2021 The Author(s), under exclusive license to Springer Nature Switzerland AG
About this chapter
Cite this chapter
Ram, I.G. (2021). An Analysis of a Unity of Cultural Perspectives to Achieve Global Business Success. In: Thakkar, B.S. (eds) Culture in Global Businesses. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-60296-3_8
Download citation
DOI: https://doi.org/10.1007/978-3-030-60296-3_8
Published:
Publisher Name: Palgrave Macmillan, Cham
Print ISBN: 978-3-030-60295-6
Online ISBN: 978-3-030-60296-3
eBook Packages: Business and ManagementBusiness and Management (R0)