Bridging cultural differences in the global corporate environment
People form cultural biases from a young age, and this is something that we carry into our adult lives, as members of society, parents, employers and employees. Globalisation has, however, connected familiar and unfamiliar cultures – and people may be ill-prepared to manage their biases. It is not u...
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| Format: | text |
| Language: | English |
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Institutional Knowledge at Singapore Management University
2010
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| Online Access: | https://ink.library.smu.edu.sg/ksmu/114 https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=1113&context=ksmu |
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| Institution: | Singapore Management University |
| Language: | English |
| Summary: | People form cultural biases from a young age, and this is something that we carry into our adult lives, as members of society, parents, employers and employees. Globalisation has, however, connected familiar and unfamiliar cultures – and people may be ill-prepared to manage their biases. It is not unusual today, for instance, to expect that many jobs will involve some form of interaction with a non-local. So, according to Natalie Turner, the CEO and founder of a multinational consultancy, organisations that give greater attention to bridging cultural gaps will reap greater efficiencies. |
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