Cross-Cultural Management


Please answer each question with a minimum of 75 words each Make sure to cite references in APA format.

W6: Discussion Question 1 

DQ 1 : One organizational physical structure perspective considers culture irrelevant. Do you agree? Why or why not? 

W6: Discussion Question 2 

DQ 2 : Do you believe that “culture” might have little influence with cross-border mergers/acquisitions? 

Lecture is taken from:

Peterson, M.F., & Thomas, D.C. (2014). Cross-cultural management (3rd ed.). Thousand Oaks, CA: Sage Publications, Inc. ISBN 978-1-4522-5750-1.

Thomas, D.C. (2003). Readings & cases in international management: A cross-cultural perspective (1st ed.). Thousand Oaks, CA: Sage Publications, Inc. ISBN 978-0761926375.


Cross-Cultural Management

Discussion Question 1

I do not agree with the organizational physical structure perspective that promotes the idea that culture is irrelevant. In every society, culture plays a critical role by providing a perspective through which its members view the world (Peterson & Thomas, 2014). Thus, failure to put into consideration a local community’s cultural practices may create a situation where a business organization remains out of touch with diverse stakeholder groups at the local level. Besides, the success of multicultural teams is mostly anchored on the collective understanding of cultural diversity. For team members to tackle the problems that arise due to the adoption of different cultural perspectives, they must first understand the various ways in which one culture differs from the other. In essence, cross-cultural differences cannot be managed successfully in an organization if their manifestation has not being recognized in the first place.


Discussion Question 2 

I do not believe that culture has little influence in cross-border mergers and acquisitions. On the contrary, I think it has a profound role to play in determining the success or failure of these foreign-country entry strategies. The cultural dimension tends to feature prominently in the list of questions that arise whenever managers are determining the best way of beating the odds of new market entry. After all, the acceptability of a company’s products and services tends to be profoundly informed by cultural considerations. Moreover, many individual managers tend to be influenced by cultural norms when engaging in negotiations for cross-border mergers and acquisitions (Thomas, 2003). Consequently, it is imperative for those who seek to acquire a firm to understand the various ways in which its organizational structure is founded on local cultural sensibilities.


Peterson, M.F & Thomas, D.C. (2014). Cross-cultural management, 3rd edition. Thousand Oaks, CA: Sage Publications.

Thomas, D.C. (2003). Readings and cases in international management: A cross-cultural perspective, 1st edition. Thousand Oaks, CA: Sage Publications.

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