Identify cultural differences that affect the development of international business
Abstract
At present, work effectively with people of different cultures has become a key aspect for the success of transnational and multinational companies outside their home country. As the global business world shrinks, intercultural interactions become commonplace to observe and seek to force intercultural training that allows us to reduce the culture shock and its consequences in organizations. The result of economic globalization have affected both the companies involved in it as staff.
Downloads
References
Arriaran Cuellar, S., & Hernandez Alvidrez, E. (2010). El paradigma del multiculturalismo frente a la crisis de la educación intercultural. Cuicuilco , 17 (48), 87-105.
Avila, F. (2008). Tacticas para la negociacion internacional. Mexico: Trillas.
Bartels, R. (1967). A model for Ethics in Marketing. Journal of Marketing , 31 (1), 20-26.
Bendix, M., & Burger, B. (1998). Cross-cultural management philophies. Journal of Business Research , 42 (2), 107-114.
Brett, J., Behfar, K., & Kern, M. (2006). Managing Multicultural Teams . Harvard Business Review , 84 (11), 84-91.
Fatehi, K. (1996). International Management: A cross cultural and functional perspective. New Jersey: Prentice Hall.
Finkielkraut, A. (1990). La derrota del pensamiento. Barcelona: Anagrama.
Himmelstern, F. (2007). Las organizaciones de hoy son multinacionales. Signo y Pensamiento , XXVI (51), 68-79.
Jimenez, C., & Malgesini, G. (1997). Guia de conceptos sobre migraciones, racismo e interculturalidad. Madrid: La cueva del oso.
Kamal, F. (1995). International Management: A cross cultural and functional perspective. New Jersey: Prentice Hall.
Kras, E. S. (1995). Management in Two Cultures: bridging the gap between U.S. and Mexican Managers. International Press, Inc.
Lerma Kirchner, A., & Marquez Castro , E. (2010). Comercio y Marketing Internacional. Distrito Federal , Mexico : Cengage Learning.
Mead, M. (1953). Cultural patterns and technical change. Paris: UNESCO.
Park, S., & Ungson, G. (1997). The effect on national culure, organizational complementarity, and economic motivation on joint venture dissolution. Academy of Management Journal, 40 (2), 279-307.
Vilana Arto, J., & Rodriguez Monroy, C. (2010). Marco conceptual de una cultura sistematica en las redes virtuales de fabricacion global. Investigaciones Europeas de Direccion y Economia de la Empresa, 16 (2), 137-163.
In order to promote the development and dissemination of research in education in Latin America, the Ibero-American Journal for Educational Research and Development (RIDE) adhered to the Budapest Open Access Initiative, which is why it is identified as a Open access publication. This means that any user can read the complete text of the articles, print them, download them, copy them, link them, distribute them and use the contents for other purposes. Creative Cummons licenses allow users to specify the rights to use an open access journal available on the Internet in such a way that users know the rules of publication. Authors who publish in this journal accept the following conditions: Authors they keep the author's rights and give the magazine the right of the first publication, with the work registered with the attribution license of Creative Commons, which allows third parties to use the published material whenever they mention the authorship of the work and the first publication in this The authors can make other independent and additional contractual agreements for the non-exclusive distribution of the version of the article published in this journal (eg, include it in an institutional repository or publish it in a book) as long as they clearly indicate that The work was published for the first time in this magazine. Authors are allowed and recommended to publish their work. low on the Internet (for example on institutional or personal pages) before and during the review and publication process, as it can lead to productive exchanges and to a greater and faster dissemination of the published work
