Cross-Cultural Management: International Automotive Companies in Eastern Thailand


Management is becoming increasingly aware of the importance that cross-cultural understanding plays in enabling staff to work positively, whatever their location. As a result of growing globalisation, this understanding is becoming progressively more important. The term competency is a challenging concept, embracing as it does the values, attitudes and knowledge that can affect performance at work. The potential absence of cross-cultural competency is an obstacle that many multicultural companies in Thailand may face, especially those organisations that hope to expand globally in the future. This case study aims to ascertain what competencies are required for human resources managers and managing directors who manage and offer services that are intercultural in nature; to identify the obstacles that employees need to overcome to work effectively with diverse cultural backgrounds; and to recognise how diversity can enhance the dynamics of team building in Thai automotive companies. The study has identified several potential difficulties for companies, including the requirement to familiarise foreigners with the culture of Thailand; the difference in work ethics and style in comparison to the employee’s own indigenous culture; obstructions caused by competing cultures; and how success is perceived and measured in a cross-cultural setting. The study also demonstrates that the diversity of its members can strengthen the building of a team.

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