Within recent years, managing cultural diversity has become a popular topic within management in general and organizational behavior and human resource management in particular. Indeed, the world is moving into the post-modern era, which calls for a comprehensive, practical, and realistic strategy that would change not only the organizational member's numbers and attitudes, but also the way organizations are managed.
The purpose of this book was therefore twofold:
1. To address the real and practical issues and improvement of cultural diversity in management with empirical data and case analysis;
2. To offer a practical and effective strategy of promoting non-dominant cultures and better mixing of management ranks, while ensuring optimal performance and maintaining a skilled workforce, which would be willing and able to continuously learn and develop the firm's core competence.
A survey was conducted using a sample of employees from two companies in Madagascar-Kraomita Malagasy (KRAOMA) and STAR-Madagascar (STAR), both limited liability companies. Having tested the twenty-eight hypotheses on the effects of cultural diversity, the conditions for an effective multicultural management, and the linkage between core competence and performance, the results revealed that:
1. Cultural distances influence management;
2. Sharing principle is one of the keys to multicultural learning and core competence development, thus, to post-modern organizations' success;
3. Cultural and functional interfac are essential to ease and to smooth the successful adoption of a best practice approach.
As recognition of importance of dynamic core competence will grow, scholars and practitioners emphasize on the ways in which each organizational member's core competence is shared, developed, and appropriated by the group/unit/organization for creating new core competence.
Within recent years, managing cultural diversity has become a popular topic within management in general and organizational behavior and human resource management in particular. Indeed, the world is moving into the post-modern era, which calls for a comprehensive, practical, and realistic strategy that would change not only the organizational member's numbers and attitudes, but also the way organizations are managed.
The purpose of this book was therefore twofold:
1. To address the real and practical issues and improvement of cultural diversity in management with empirical data and case analysis;
2. To offer a practical and effective strategy of promoting non-dominant cultures and better mixing of management ranks, while ensuring optimal performance and maintaining a skilled workforce, which would be willing and able to continuously learn and develop the firm's core competence.
A survey was conducted using a sample of employees from two companies in Madagascar-Kraomita Malagasy (KRAOMA) and STAR-Madagascar (STAR), both limited liability companies. Having tested the twenty-eight hypotheses on the effects of cultural diversity, the conditions for an effective multicultural management, and the linkage between core competence and performance, the results revealed that:
1. Cultural distances influence management;
2. Sharing principle is one of the keys to multicultural learning and core competence development, thus, to post-modern organizations' success;
3. Cultural and functional interfac are essential to ease and to smooth the successful adoption of a best practice approach.
As recognition of importance of dynamic core competence will grow, scholars and practitioners emphasize on the ways in which each organizational member's core competence is shared, developed, and appropriated by the group/unit/organization for creating new core competence.
