FROM THE LITERATURE. The MBI Model’s ability to help leverage cultural differences for better decision-making and increased performance.

FROM THE LITERATURE. There are major differences in response styles between countries. When we link cross-national staff satisfaction to management performance we might come to the wrong and unfair conclusions.

CULTURAL COLUMN – Humour is culturally influenced and you better be aware of it before using your favourite joke. It might just cost you the deal…

CULTURAL COLUMN – The way we perceive time is part of our cultural programming. Dealing with people at work who have a preference for a different approach to time can make us feel uneasy and frustrated.

CULTURAL COLUMN – Successful knowledge transfer across cultures will need to take culturally diverse learning styles across countries and cultures and personalities into consideration.

CULTURAL COLUMN – Global success depends on sophisticated and flexible global talent that have developed a high level of Cultural Intelligence (CQ) over time. 

CULTURAL COLUMN – The concept of ‘Face’ is differently understood across cultures. Being able to effectively practice ‘saving Face’ and raising people’s social standing and self worth seems to produce much better long-term business outcomes across cultures.

CULTURAL COLUMN – organisations need to invest in building and maintaining high levels of trust in cross cultural business as this correlates positively with innovation, competitive advantage, support for change and increased productivity.

CULTURAL COLUMN – Bicultural competent professionals deliver a competitive edge in culturally diverse and global work situation.

CULTURAL COLUMN – Different cultures have very different ideas as to how rules, morals, and laws should be applied causing much cross-cultural surprise, confusion and frustration.