Contents
- 1 Important of Cross Cultural Management across IT Companies in UK
- 1.1 Chapter 1 Introduction
- 1.2 Chapter 2: Literature review
- 1.2.1 Significance of cross-cultural management in the international business management context
- 1.2.2 Exploration of different companies’ cultures in the UK like British companies and foreign companies
- 1.2.3 Role of cross cultural management practices in sustenance and growth of the business in the IT sector
- 1.2.4 Impact of Culture on the Companies’ Operations and Performance in the UK.
- 1.2.5 Cross cultural management practices for sustenance and growth of the business for the IT companies in UK
- 1.2.6 Challenges faced by IT companies in context with cross cultural management practices
- 1.2.7 Challenges faced by IT companies in context with cross cultural management practices in UK.
- 1.2.8 Literature Gap
- 1.2.9 Summary
- 1.3 Chapter 3: Research Methodology
- 1.4 Chapter 4: Findings and Analysis
- 1.5 Analysis and Discussion
- 1.6 Chapter 5 Conclusion and Recommendations
Important of Cross Cultural Management across IT Companies in UK
Chapter 1 Introduction
The international business market is highly dynamic in nature where securing sustenance of the business is a key challenge for the business organisations. While going international the business organisations come up with varied kinds of challenges (Wildman, Griffith and Armon, 2016). One such challenge is management of the cross cultural aspects. The culture of different countries across the globe varies in different aspects such as language, religion, cultural beliefs and values and several other social aspects. The businesses while moving into the new international markets have to deal with such cultural issues with a very conscious process in order to have favourable business establishment (Bhattacharyya, 2010).
The overall growth and sustenance of the business in a new foreign market is directly based on the effective cross cultural management. When the organisations do not comply with the cross cultural aspects of a new country they come up with the situations of business failure. Cross cultural management in the business context is mainly related with analysing the influence of the different societal culture on the key practices followed by managers and management and examining cultural orientation of the managers of the business organisations in different countries (Chanlat, Davel and Dupuis, 2013). The cultural orientation of different nations distinct from others and hence identical management practices cannot be followed in standardised format by the business organisations. In order to have effective cross-cultural management, the organisations have to be adaptable and flexible in nature. It is equally important for IT companies to have effective cross cultural management because in IT companies work with employees from diverse cultures and hence a proper balance of the cross cultural aspects is vital for holding and retaining talented and skilled IT experts in the long run for business sustainability and growth. The present research study in the same context is focused to examine importance of cross-cultural management in the sustenance and growth of the IT companies in the UK.
Background
The United Kingdom is society which has multilingual and multi-ethnic society where there are significant cultural differences exists in Capital City London and other regions of the UK. In order to do business in the UK, it is vital for the business foreign business organisations in to have a good understanding of the key variation in the business approaches that can be favourable and supportive in the business (TMF Group Experts, 2018). The business culture of the UK has significant characteristics namely specific business communication patterns, distinct etiquettes of business and meetings, work-life balance patterns, and different cost of living. There are mainly two language English and Welsh that are used as key official languages in the UK and the business organisations hence need to be well known of these language in order to do their business successfully in the UK market (World Business Culture, 2020). In the case, there are significant alternatives available; the businesses need to ensure that they have appropriate negotiation styles and approaches. Team work is also an important aspect of the business culture in the UK and hence this can be a favourable aspect for IT companies that do operate their business in the UK market because IT companies mainly handle their project in teams. Overall, the culture of the UK is very specific and unique in nature that requires follow up of proper cross cultural communication.
Research Questions
The key research questions for this research study have been presented as under:
RQ1: How important is the cross cultural management for business organisations?
RQ2: What is the importance of cross-cultural management in the sustenance and growth of the IT companies in the UK?
RQ3: What kind of cultural challenges are faced by the IT companies that are doing their business in the UK?
Aim and Objectives
Aim
The key aim of the research study is to examine the importance of cross-cultural management in the sustenance and growth of the IT companies in the UK. In the light of this aim, the research study will first examine the concept of cross cultural management. Furthermore, the research study is focused to examine the need and importance of cross-cultural management for the sustenance and growth of the businesses. The research study is mainly focused on the IT companies that are operating their business in the UK market. The research under this focus tends to examine the importance of managing cross culture for these IT companies and the key challenge faced by them. The key objectives of the research study are also developed in alignment of the research aim. The objectives of this research are presented underneath:
Objectives:
- To examine the concept of cross-cultural management and its significance in the international business management context
- To evaluate the importance of cross cultural management practices for sustenance and growth of the business for the IT companies
- To examine the key challenges related to cross cultural management that are faced by the IT companies that are operating their business in the UK
- To evaluate the importance of cross cultural management for sustenance and growth of the IT companies in the UK
Research Significance
Cross cultural management is a very interesting subject of study under international business management. The subject has good scope of investigation in different context. This is the key rationale point behind selection of this research aspect for this study. With the exploration of the existing research work it has been determined that there is a significant research work conducted on the subject of, however much research has not been conducted in relation to cross cultural management in IT companies in the UK, which is an evident research gap in the existing research work. The present research study hence intends to bridge the gap existing research work. There is ample scope of conducting further research on this research context.
The present research study will have significant implications in the field of IT. The outcomes of this research study will benefit the IT companies and their management to understand the importance of cross-cultural management practices in the sustenance and growth of the IT companies in the UK market. The research study will also give significant contribution in the field of academics. The research will provide new knowledge to the future researchers in order to improvise their knowledge base. The research study will also direct the future researchers to get new ideas to conduct further research work.
Organisation of the Research
The present research study has been conducted under varied research activities. All the research activities are governed in the form of the some sequential chapters which are specified below:
Chapter 1 Introduction
This introduction chapter has included detailed background information about the research context. Along with this, the research chapter has also included the specification of the research aim and objectives and research rationale and significance.
Chapter 2 Literature Review
This chapter of the research study will provide a strong evidence base to the research work through exploration of a wide range of literature sources including scholarly articles and academic research studies. The research chapter will also facilitate a theoretical base to the research work.
Chapter 3 Research Methodology
This research chapter will also provide crucial information about the overall research methodology framework that will be used in this research study for the purpose of data collection and data analysis.
Chapter 4 Findings and Analysis
In this chapter, the key findings of the research generated from the collected data will be presented. Along with this, a detailed discussion of data findings will also be presented in this chapter.
Chapter 5 Conclusion and Recommendations
This is the last chapter of the research work that will represent the core results of the research in the form of conclusions. The research will also include discussion about the crucial research recommendations.
Chapter 2: Literature review
Cross-cultural management has become an inevitable part of businesses operating in more than one country (Velo, 2011). For companies in the field of information technology, it has significance in context with operational efficiency as well as growth and sustenance of the business itself. The literature review provides a review of the role and significance of cross-cultural management in the field of information technology. It also provides a review of the significance of cross-cultural management in the UK. The literature review also describes the challenges faced by information technology due to the changes in cross-cultural aspects in international concern.
Significance of cross-cultural management in the international business management context
In the view of Velo (2011), with the rise of multinational corporations in the world, there has been an increase in the adoption of cultural factors along with technological up-gradation in the international business (Velo, 2011). Due to the continuous interaction with employees and customers of a different country as compared to the domestic country of the company, decisions must be taken in consideration with the cultural aspects of the country. Cultural aspects are associated with the behaviour of the customers and stakeholders as well as the values and beliefs prevalent in the country. According to Ramsey et al. (2011), it has been provided that there is a substantial difference in the cultural and regulatory perspectives when comparing one country from another. It is because of the various institutions working in the country and the resultant beliefs and values arising from it (Ramsey et al., 2011). The literature also states that effective interaction between the various stakeholders in different countries shall be effective only if there is an interaction and integration between the cultures between management and professional activities. The flexibility to adapt to different cultures is an essential aspect of success in the field of international business (Ramsey et al., 2011). According to Velo (2011), it is explicitly stated that for international businesses to deal with the cultural and social environment of a foreign country, and to negotiate conflicts and deals effectively, the organisation must learn to deal with decision making keeping in context the cross-cultural dimensions in context with the country in consideration (Velo, 2011).
Exploration of different companies’ cultures in the UK like British companies and foreign companies
According to WBC (2020), while observing the culture of British companies, it is noted that the companies emphasis on the education and training of the workforce for best serving their sophisticated customers. Moreover, it is also noticed that women cover a large proportion of companies’ workforce within the UK. It is further argued by Engler (2016), that in British companies, cross-cultural management is effectively conducted for eliminating any disputes and mismatch of ideas. For example, intercultural training mainly training of foreign language and work culture are provided in British companies to manage intercultural conflicts (Engler, 2016). However, as per the ongoing culture, women are doing part-time jobs as well as having low payment (WBC, 2020). For instance, Tesco, the leading British retailer, has a business culture wherein the pay gap is clearly identified between male and female workers (Kottasova, 2018).
On the other side, while considering the Hofstede theory of cultural management, it is noted that femininity is generally preferred for aspects like modesty, cooperation and sympathetic behaviour (Bissessar, 2018). Similarly considering this aspect, according to WBC (2020a), 50% of females are identified to have a part-time job and low paying jobs within UK-based business culture (WBC, 2020a). However, while comparing with foreign companies such as European companies, it is found that in the British companies, women have been increasingly holding managerial roles as compared to companies operating within Europe (WBC, 2020a).
Apart from it, while noting Japanese business culture, according to Sosnovskikh (2016), there are specific fields for which women are not found suitable to work and therefore, women are not given with the same opportunity for job-roles in the Japanese companies. For example, in Toyota motors, in the department of computer assistant, only a few women are identified. However, while observing other factors of Japanese business culture, it is found that same as British companies, Japanese companies like Toyota also provides training to overseas employees and always motivate workforce by providing a comfortable environment and learning opportunity to give high performance in work (Sosnovskikh, 2016). However, while comparing with American business culture, some contradictory aspects have been found. For example, as per Sainato (2019), discriminatory behaviour with women has been found in Walmart due to which female workers alleged the company (Sainato, 2019). However, in America, business culture is identified to be positive in terms of management of diversity as well as an inclusive environment. For instance, Apple Inc has been emphasised on managing business culture wherein every employee works in an inclusive atmosphere, and all beliefs and cultures are equally welcomed to motivate the workforce. Commitment for recruiting diversified workforce, eliminating bias and assurance of growth of team members make the business culture of Apple highly motivational and positive to strengthen sustainability. Thus, the business culture of American companies is noted to be effective for motivating and strengthening the commitment of the workforce towards serving the business. In this manner, different countries have some similar and distinct business culture that might raise threats or opportunity for the companies.
In the viewpoint of Senarathna et al. (2014), the majority of UK’s domestic as well as international organisations follow a different hierarchy and culture that depends on the scale of company’s operation, size, industry type and various other related factors. The basic principles of the UK companies as well as foreign companies in the UK are grounded on the extent of politeness, punctuality, discipline and generosity. The organisational culture is much lesser hierarchical as compared to most of the countries in Europe as the higher authorities maintain a negligible power distance. However, the decisions are still made and passed from top to bottom; nevertheless, they are not directly imposed upon the staff or employees but instead showcased as suggestions or guidelines to be followed (Senarathna et al., 2014). In the same context of the companies’ culture and decision making, Elwyn et al. (2010) added that the decision-making procedure normally takes a considerable amount of time. Along with this, the higher-positioned executives keep various factors in their mind before making a decision as a part of their business culture by considering various factors such as the company’s budget and objectives. Further, in the UK, the business culture is based on collaborative working, especially with those who show some familiarity (Elwyn et al., 2010).
Further, according to Sang et al. (2015), most of the UK’s domestic, as well as international organisations, look for establishing a long-term connection or relationship with the individuals. The British people are more directed towards framing a working culture by way of communication with the utilisation of emails and afterwards engaging themselves in various other forms for a more direct connection that includes conference calls and face-to-face meetings. Further, time management and punctuality are highly essential in the working culture of the UK (Sang et al., 2015).
Role of cross cultural management practices in sustenance and growth of the business in the IT sector
As per Greblikaite and Daugeliene (2010), cross-cultural management which involves ethical considerations helps in prevention of mistakes and in contributing to effective solutions for the existing problems (Greblikaite and Daugeliene, 2010). These considerations help in the growth of businesses and sustenance. In the specific context of the IT sector, the cross-cultural management aspect has helped in the development of foreign markets for a company and in competing against other strong market forces in the foreign country. The IT sector requires an immense transfer of knowledge to be able to provide adequate information that can be used for effectiveness in various fields of operation. The literature further states that successful transfer of knowledge into information that can be used by management requires a prior understanding of the employees of the foreign country so that essential values can be widely spread and adopted in the IT technology of the company (Greblikaite and Daugeliene, 2010).
As per Mahadevan, Primecz and Romani, (2019), it is Illustrated that banking sector has seen the effects of cultural phenomena in its normal working when compared in global and local context together and individually(Mahadevan, Primecz and Romani, 2019). The literature states that the IT business sector is linked explicitly with cultural aspects of a country in association with the ideals of the public and the regulations followed, of the foreign country in which it operates. The IT management as well as the management of different functions all together which is to be depicted in the technology requires hiring of the natives of the foreign country, and it becomes essential to include the financial and regulatory ethics of the same country for an active growth and development in the technology field as seen in the banking sector.
Impact of Culture on the Companies’ Operations and Performance in the UK.
There is a massive impact of cross-cultural management on the prosperity and growth of the business sector in the UK, for instance, due to the language barriers and working practices that are diversified in every country. In relation to this, it is added by Haron (2016) that people who come from different cultures feel a communication gap due to this problem or cross-cultural issues that ultimately impact the internal environment of the organisation. In addition to this, the cross-cultural problems which are faced by employees in the organisations also affect the relationship between workers and management in the IT companies, along with the other industries. Moreover, the poor attitude towards the workers also impacts the growth of an organisation negatively. Therefore, in order to reduce the repercussions of cross-culture on the performance and operations of a business, it is essential for the IT companies to provide proper training to the employees, wherein they can learn the ways to react and express their attitudes towards their colleagues. In a similar context, it will also make the bond and connection between employees much stronger regardless of cross-culture environment (Haron, 2016). Further added by Lin et al. (2019), in the context of UK companies, it is essential for the workers of cross-culture to understand the value of time because most of the companies in the UK prefer and appreciate employees who are punctual towards their work (Lin et al., 2019).
In a similar context, Lin et al. (2019) added that in order to run a business in the UK, it is essential for companies to understand the legal aspects. Moreover, employees who come from a different culture to work in the UK companies have to face issues about holidays which are generally found in most of the IT companies in the UK and it is essential for them to follow the rules and regulations according to the companies. The inconvenience from the workers’ end represents disrespect to the companies and ultimately become the reason for gender conflicts. In addition to this, in the context of cultural predicaments in the UK, the most commonly known reasons for creating tension in the working environment are linked with religion and gender conflicts. Employees who come from different cultures also face the issues related to proper communication with the UK locales because the people in the country likely prefer a sense of humour while having a conversation during business deals. In a similar context, verbal communication might confuse an outsider in order to understand the satire or humour effectively and it ultimately affects the business performance and operation if it happens in front of valuable clients (Lin et al., 2019). In the viewpoint of Stagnaro et al. (2019), the decision-making process in the UK is quite slow and might affect business operations. Meetings held for making the crucial decisions might take a lot of time for employees. However, the country is very modern in all the aspects related to the IT sector, but in some cases, the operation of the business is absolutely slow and time-killing. Thus, it is essential for workers to take proper training about the rigid culture and attitudes of local people in order to foster the performance of a company (Stagnaro et al., 2019).
According to Wang and Rafiq (2014), the organisational culture in the context of the UK is one of the essential areas of concern for the leaders and managers in the organisations operating in Britain as organisational culture directs individuals’ or workers’ innovation, behaviour and services provided to the consumers. Culture is highly essential for achieving potential competitive advantage in the market as understanding and acquiring knowledge about leadership behaviour and accordingly framing reward systems directly affects the performance of the organisation, workers’ engagement and retention, customer service, organisation operations and various other related activities. Further, various leading organisations use behavioural information and data to influence and manage their organisational culture. Likewise, organisational culture could also prompt to failure or success at the time of managing various changes in the organisation that highly depends on the alignment of the culture with the organisation’s objectives and directions, for example, acquisitions, mergers, development and changes in product cycles could either lead to its failure or success (Wang and Rafiq, 2014). Further, Fifka and Drabble (2012) added that there are only a few more additional factors that contribute to organisation’s success than its culture including the set of beliefs, values and behaviour (Fifka and Drabble, 2012).
Cross cultural management practices for sustenance and growth of the business for the IT companies in UK
As per Ochieng and Price (2010), it was reflected through interviews from different participants in the UK that communication is mist effective for developing in any field, whether it be designing, production or supply (Ochieng and Price, 2010). Communication in a foreign field is guided not just by language but also by the ethics of what is acceptable and what is not. According to Bower, Leonard and Paine (2011), for an organisation to receive acceptance and support from the clients and customers in a foreign land, it is essential to direct aims through the ethics of the foreign country (Bower, Leonard and Paine, 2011). That directs and supports sustenance and growth for the business in a foreign country. In the UK, it was assessed that information technology had helped a great deal in process improvements because of the effective application of intelligent processes in the Information technology of the company because of cross-cultural communication (Ochieng and Price, 2010).
There are many ways to make the business grow and make it more sustainable, especially for IT companies in the UK. In the viewpoint of Lewis and Beauregard (2018), it is important for the IT companies’ management to follow guidelines such as providing proper cross-culture training to employees and considering the work quality over gender, religion and culture. If the management of IT companies follows the above factors, they can achieve various organisational goals easily and in an effective way without hurting anyone’s sentiments. In addition to this, utilising appropriate protocol in business operations is a good practice in order to build a strong and healthy relationship with employees in the IT sector. In the context of the UK, if the management of IT companies treats employees in a sophisticated way, then they can attain the organisational objectives as well as sustainability (Lewis and Beauregard, 2018).
According to Painter, Hibbert and Copper (2019), effective communication with the employees is the most important factor that is required by the managers in IT companies; communicating effectively with the workers helps in creating a strong bond and feasibility and flexibility in working culture. The flexibility and ease in the working culture of the organisation help to enhance the performance of an organisation more effectively because it ultimately boosts productivity and creativity in employees. In addition to cross-culture practices, a sense of familiar environment makes workers feel more engaging towards work and do it in a way that will definitely be appreciated by clients (Painter, Hibbert and Copper, 2019). Further added by Aycan, Kanungo and Mendonca (2014), giving gratitude and respect to the workers can also help the IT companies to foster their performance in the international market. In addition to this, it is also vital for the companies to respect the religion of employees and their native culture where they belong to because it helps to build a strong relationship with them and boost their morale for improvised performance. Understanding the behaviour of workers in an effective way can also help in enriching the sustainability factor of an organisation; it is the responsibility of the management of IT companies to understand the necessity and requirement of employees (Aycan, Kanungo and Mendonca, 2014).
Challenges faced by IT companies in context with cross cultural management practices
In the view of Lawrence and Oivo (2017), information technology is in itself a huge investment for companies (Lawrence and Oivo, 2017). This investment subsequently increases when it needs to include international subsidiaries and businesses as well. The continuous innovation and up-gradation required in an information technology sector is a considerable challenge for companies that are planning to take their business international. On top of that, the interactions of cultures, regulations and compatibility make it even more difficult and expensive to adapt to the innovation in the information technology. In that sense, companies in the IT sector require a large amount of investment and innovation.
On the other hand, a keen focus on innovation and adaptation to the cultures and up-gradation takes away the focus from the competition in the market place and the related dynamism. This poses a challenge for the IT sector as it is then required to conceptualise based on both aspects of competition and innovation. In a similar view by Law (2006), the infrastructure accompanied by technology and information systems influences the presentation and interpretation of information which is a challenge for international acceptance and requires a continuous change which makes it both time consuming and expensive and at the same time not so effective. In addition, it is not easy to understand the effect of cultural influences on information technology to a large extent (Law, 2006).
Cross-cultural management is quite an important factor that the management of an organisation is required to practice whether it is in any sector or industry. As stated by Tsai et al. (2020), IT companies generally face issues while working with cross-cultural workers because it is a complicated task to make them understand the rules and regulations of the company. Correct ways of communication, positive attitude towards work and approaches towards solving problems indicates the nature of workers along with the importance they give to the company; thus, it is a big challenge for IT companies to make the different culture workers understand the basic requirement of the company (Tsai et al., 2020).
Further added by Ahmad, Rehman and Ali (2019), understanding the value of different cultures is said to be the most influential challenge in the IT companies because each and every individual has a different kind of attitude towards the company. People who have uncertain avoidance generally prefer making vague decisions regardless of following rules and regulations properly. Explaining the value of quality to the client as well as the company is a complex challenge for the management. In addition to this, motivating employees in an effective way is also a big challenge for IT companies because it takes a lot of time to understand the behaviour and attitude of every employee. In the context of motivation, if the motivation style seems ineffective to workers, then it might reduce their focus towards work, productivity and creativity as well. Therefore, it is essential for IT companies to understand the cultural differences and learn a common style of communication through which they can express their gratitude and respect for workers (Ahmad, Rehman and Ali, 2019).
Challenges faced by IT companies in context with cross cultural management practices in UK.
As per Jaksic (2012), culture is an essential part of society and has shown to impact businesses in a growing pattern. In the context of information systems and the technology associated with it, the choice of design and development of the system has to necessarily be developed through an emphasis on the values prescribed in context with the socio-cultural background of the country in context (Jaksic, 2012). The literature states that while dealing and developing in the field of information technology, the aspect of human culture of the country and the values embedded in the society must be considered for the smooth functioning of the operations of the company. The literature states that because of the focus on technological aspects, the IT firms face challenges of management of workforce and it impacts the efficiency of human resource management for the company. The UK Ministry of defence has made use of the performance framework, which helps in conduction of a performance and risk report to evaluate progress every quarter (Jaksic, 2012). There are various challenges associated with it in context with the establishment of cause and effect linkages between performance indicators and the achievement of strategic goals.
There are plenty of other challenges which are generally faced by IT companies in the UK such as rules and regulations related to workers, communication and diversification. In the viewpoint of Michie (2019), it is quite difficult to create a synergy in the employees who are unknown from the culture and have no experience about the communication and adjusting in the culture which results in affecting the business practices and operations and further impacts the performance of IT companies in a negative manner. In a similar context, it is vital for workers of other culture to understand the basic demands of the companies which are required to be fulfilled for fostering the business such as complying with the local policies of companies and following the behavioural practices which are mandatory while communicating with clients. In addition to this, it is also a big challenge for the companies to influence the employees about the decision-making process, which generally takes extra time in the context of the UK (Michie, 2019).
In a similar context, the most annoying challenge which is faced by the UK IT companies is the occurrence of consistent errors. In the viewpoint of Schatz, Cohn and Nicholson (2014), the UK is known for its high-quality and adequate services because people who work in IT companies prefer making no errors in their work. Cross-culture employees generally make mistakes in the work-related circumstances, which is the biggest challenge in making a stronger relationship with others, thus, they reflect unwanted attitudes towards employees of different cultures. Other challenges related to cross-culture that are generally faced in IT companies are inappropriate attitude, way of completing tasks, approach towards revelation, conflicts and communication in a humorous way (Schatz, Cohn and Nicholson, 2014).
Literature Gap
On the basis of evaluation of literature in the prevailing field of cross-cultural management, a literature gap has been identified in the literature review. It can be highlighted that there is a considerable research available on the impact of cross-cultural management on businesses planning and working in the international market, but there is not much available about the actual impact of cross-cultural management in the context of UK. There is also an absence of study conducted about the challenges and impact of cross-cultural management on information technology, particularly in the UK. This indicates a substantial gap in the literature and the prevailing literature review seeks to address it.
Summary
The literature review has been conducted to discuss the significance of cross-cultural management in the context of international business, especially in the IT Sector. The literature review states that the cultural background of the country that includes the values and beliefs of the specific country is significant for the growth and sustenance of the business in a foreign country. The literature review has also addressed issues such as expensiveness of the implementation of information technology in the international country and the actual challenge faced by the defence in the UK due to implementation of information technology in operational function.
Chapter 3: Research Methodology
Research can be understood as a systematic process that involves defining the aim and objectives, managing the collection and analysis of the data, communicating the results that are developed within an established framework and as per the established guidelines to conduct research. It is important that research is conducted within an established set of guidelines and framework because it is an indication regarding what is to be included in the study, the manner in which it has to be performance and the kind of inferences that can be drawn from the gathered data (Williams, 2007). Research methodology implies how a research problem is addressed through the application of scientific and systematic approach and tools. It describes the methods along with the fundamental assumptions and rationale considered for selecting them and applying them to the research (Walliman, 2017). In this regard, this chapter explains the research philosophy, approach design and methods of data collection and analysis applied in this research that aims at examining the importance of cross-cultural management in the sustenance and growth of the IT companies in the UK.
Research Philosophy
Any system of assumptions and beliefs regarding the development of knowledge is termed as research philosophy (Ryan, 2018). It specifically focuses on the nature and development of knowledge. Even where the aim of the research seeks to answer a research question or problem in a given context, it will involve the development of new knowledge. The selection of philosophy implies the specific assumptions associated with that philosophy are accepted by the researcher in respect of the world view. These assumptions provide the most appropriate platform to launch the strategy that underpins the research. There are two broad categorisations of the research philosophy, namely, epistemology and ontology (Collins, 2010). Epistemology implies the study of the theory of knowledge along with the scope, nature and its limitations, wherein ontology refers to the study of the nature of existing. This research follows epistemological philosophy because this research seeks to gain new knowledge regarding the role and significance of cross-cultural management in the sustenance and growth of IT companies in the UK.
Epistemology can be further classified into positivism and interpretivism philosophies. Out of the two most commonly used research philosophies, positivism and interpretivism, this research identified positivism as the most appropriate research philosophy because this study seeks to examine the causal relationship between cross-cultural management and sustenance and growth of the IT companies. As positivism follows objective methods and allows for quantitative analysis, this philosophy is useful in determining this causal relationship (Carson et al., 2001). It is in alignment with the empiricist perspective that knowledge emerges out of the human experience and believes that observable events and elements that related and interact in a regular and determined manner. Additionally, this research also seeks to ensure independence between the researcher and the findings developed throughout the research that can also be effectively facilitated through positivism, thereby making it a suitable philosophy for this research (Carson et al., 2001). Interpretivism, on the other hand, is related to idealism and includes phenomenology, social constructionism and hermeneutics, each of which dismisses the objective view that meaning is found in the world independent of consciousness. While this philosophy would have helped in studying the variables cross-cultural management and IT companies, it would not have been appropriate in facilitating a study regarding the relationship between these variables. Additionally, interpretivism limits objectivity in the research and that further restricts the generalizability of the research (Schoja, 2016). Considering these limitations of interpretivism, positivism is identified to be the most appropriate philosophy for this research.
Research Approach
Research requires extensive use of theories that need to be applied through an adequate approach such that its users to develop the findings can be communicated to the readers (Tjora, 2018). This requirement is addressed through the use of a research approach, which offers relevant reasoning and justification for developing and reaching a logical and reasonable conclusion regarding the research context. These are the two approaches that research is associated with and helps in helping to conduct the investigation. Of the two major approaches, deductive and inductive, this research follows the deductive approach (Tsang, 2016). The deductive approach began with existing theory and applied it throughout to address the research question. This approach can be identified to be suitable for this research because it helps in determining the cause and effective relationship between the research variables (Wilson, 2010). Hence, it will be useful in examining the relationship between cross-cultural management and sustenance and growth of the IT companies in an objective and logical manner.
Additionally, this research also aims at contributing to the existing theory and literature on cross-cultural management and not creates a new theory on it; hence deductive is identified to be more suitable than the inductive approach. The inductive approach begins with observations regarding specific situations and aims at establishing generalisation regarding the phenomenon to be investigated. Its primary aim is to help generate a new theory with the help of an inductive approach, which is not the focus of this research and makes it inadequate for this research (Wilson, 2010).
Research Design
Research design implies to the ways in which a logical structure is provided by a researcher to his research. The application of a research design helps in ensuring that the data gathered for the research is adequate and effective to address the research questions in a logical and valid manner. There are two most commonly used designs in research studies, namely, explanatory and descriptive research designs (McNabb, 2015). The former design is primarily associated with qualitative research and aims at extending beyond traditional descriptive designs relating to the positivism to offer meaning along with a description. Explanatory design is more comprehensive in comparison of the descriptive research and is applied in research with the aim of building research and predicting events. However, this research is more closely associated with positivist philosophy and quantitative methods. Hence, a design that is more subjective and closely associated with the qualitative method is not suitable to address the aim of this research (McNabb, 2015).
Descriptive research design, on the other hand, not only helps in describing an event or a set of behaviours or attitudes that are observed and measured at a specific time or environment. It involves an assessment of a selected sample of respondents and helps in studying categories such as age groups, social class groups, income groups, ethnic groups or others. The association of descriptive design to quantitative methods and its potential to help describe and measure an observed variable makes it an appropriate choice of research design for this research (McNabb, 2015). It has been useful in measuring the importance of cross-cultural management in the sustenance and growth of IT companies in the UK.
Choice of Research Method
Identification of a specific research method that is in close alignment with the research is highly crucial because it helps in communicating the information regarding the key characteristics of the research study. Research methods could be qualitative, quantitative or mixed as per the nature of the research. Qualitative research methods aim at discovering and gaining understanding about the opinions, ideas and beliefs of the participants. It helps in exploring the meaning or the reality regarding a variable to be studied. The focus of this inquiry is the involvement of numerous truths that are socially structured and designed (Harwell, n.d). Qualitative methods can also be described as ones that facilitate a detailed study of a given topic on which information is gathered by an investigator with the help of methods such as interview, case studies, focus groups or even ethnographic tasks. Another important aspect of quantitative methods is that it helps the researcher in constructing hypotheses, theories and explanations as obtained from the examination of the primary or secondary data. Quantitative approach, on the other hand, focuses on maximising objectivity, generalisability and replicability of the findings (Harwell, n.d).
A key integral feature of quantitative methods is that they motivate the researcher to ensure independence between his own opinions and believes and the findings and results of the research such that the biases, experiences and perceptions of the researcher do not influence the outcomes of the research. This also helps in developing an objective study wherein valid and logical conclusions are drawn. For this research, quantitative methods can thus be examined to be more appropriate because not only they are in alignment with the positivist philosophy, but also because they promote and facilitate the development of objective findings that can be generalised (Hennink, Hutter and Bailey, 2020). Additionally, quantitative methods are also deductive such that the inferences from the tests undertaken during hypotheses help in reaching general inferences regarding the features of a population and hence, their application in this research have been identified to be more effective. This is because quantitative methods can be helpful in determining the causal relationship between cross-cultural management and sustenance and growth of the IT companies in the UK.
The third kind of research methods is mixed methods, wherein quantitative and qualitative methods are used in combination. Under this combination, qualitative and quantitative methods can be used concurrently with both ways being given equal weightage or one method can dominate the research methodology. In contrast, the other can be used to support the findings of the first method (Morgan, 2013). The combination of the two methods helps research in drawing the advantages of both the methods and offset the limitations of each (Harwell, n.d). However, the limited scope and time available for this research prevented the application of mixed methods. Additionally, the statistical methods applied in this research for analysis are quite extensive and elaborate and combining the qualitative method with it would have made the research study too bulky to draw valid and logical findings. Hence, quantitative methods are used in this research to examine cross-cultural management in the sustenance and growth of IT companies in the UK.
Data Collection Method and Access to Data
Data collection forms the central role in research because it determines the foundation of the overall results drawn from the analysis undertaken in research. For research, data can be gathered through primary or secondary methods of data collection. Primary data is the data that is collected by a researcher for the first time, whereas secondary data is the one that was gathered in the past by someone else and for some other purpose (Oflazoglu, 2017). However, as the topic of the secondary data gathered in the past of closely related to the present research being conducted, it is used to support or develop the findings for the present research. This indicates the higher reliability and relevance of primary data because it is gathered particularly for research and is directly related to the research topic. Considering this reliability and credibility of primary data, this research uses primary data to gather data. In this respect, a survey questionnaire is identified to be a useful method that is in alignment with the positivist philosophy and deductive approach, as applied in this research (Kuada, 2012). Additionally, the survey method is also quantitative and hence, is useful in examining the causal relationship between cross-cultural management and sustenance and growth of the IT companies in an objective and logical manner.
In this respect, the survey for this research is conducted through a questionnaire consisting of 10-closed-ended questions with multiple options. The questionnaire is developed through Survey Money and circulated among the selected respondents via e-mail, which was obtained from the respective organisations of the HR managers. Before mailing the questionnaire, a consent letter was sent, and only when a written and voluntary consent was received from the respondent, the questionnaire was mailed to them.
Sampling Size and Strategy
A sample can be defined as a subset of the overall population selected for the research while a sample design refers to a combination of rules or procedures that explain the manner in which a sample is required to be chosen. Sampling implies the selection of the units of the population such as managers, customers, individuals or organisations such that they can represent the groups and generalised results can be drawn. There are two kinds of sampling methods. These are probability and non-probability sampling methods (Marsden and Wright, 2010). Probability sampling methods allowed an equal opportunity to participate in the research to every member of the sample population, while the probability sampling method does not allow it. The selection of the respondents under the non-probability method is undertaken based on convenience or purpose, whereas under probability sampling method, it is done through random selection. This research follows a probability sampling method, wherein a random sampling technique is applied. Under the random sampling method, every member of the population is given an equal chance to participate in the research (Marsden and Wright, 2010). In this regard, the HR managers for IT companies operating in the UK are selected to gather data for this research. The number of a sample size of such respondents is identified to be 50. It was selected through simple random sampling strategy, which is a probability sampling method and hence, was helpful in removing bias from the research (Thompson, 2012).
Data Analysis
The data gathered through the survey was quantified and analysed through graphical and descriptive data analysis method (Humble, 2020). SPSS software was used as a tool to develop the graphs. The overall findings are discussed in light of the literature review to reach a reasonable conclusion for the research.
Ethical Considerations
While conducting the research, all measures are undertaken to address all potential risks and issues that might arise while conducting it. In this respect, the confidentiality of the participant’s responses and the privacy of their identity was a major concern. For this purpose, all efforts were made to keep the personal identity of the respondents anonymous and their responses were kept secured in password-protected files on the personal desktop so that they cannot be hacked or accessed by anyone else and are misused. A backup of all primary data gathered through the survey was also be maintained by saving all files on the cloud and e-mail so that in case of a technical fault or device failure, the data is not lost. None of the questions in the survey aimed at obtaining any personal information or contact details of the respondents. All gathered data was used solely for the research and was destroyed after the research is submitted and the feedback is received on it. Ethical misconduct was strictly prohibited by avoiding practices such as plagiarism and correct usage of references and credible sources throughout the research. To ensure this, all the instructions and guidelines mentioned in the University Research Guidelines were strictly followed throughout the research. The respondents were also ensured that after the research, the gathered data would be disposed of safely and all measures will be taken to prevent theft of data or its usage in any other study.
Chapter 4: Findings and Analysis
Introduction
Findings and analysis of quantitative data is presented in this chapter to address the importance of cross-cultural management in the sustenance and growth of the IT companies operating in the UK. The collected responses of 50 HR managers working for IT companies in relation to the closed-ended questions and one open-ended question are represented in this chapter with analysis in support of the literature studies. The overall focus of this chapter is to address research objectives and questions to indicate the importance of cross-cultural management in the era of globalisation and competitive market. In a similar context, this chapter covers various sections such as; data presentation and findings (graphs and frequency table), analysis and discussion and summary/highlights of key findings.
Data Presentation and Findings
Gender | |||||
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | female | 28 | 56.0 | 56.0 | 56.0 |
male | 22 | 44.0 | 44.0 | 100.0 | |
Total | 50 | 100.0 | 100.0 |
Chart 1
From the statistical data, it can be seen that 56% of the respondents are female, while 44% of the respondents are male. It can be analysed that the proportion of female HR managers in the study is more than that of male HR managers (see above figure).
Experience | |||||
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | 3-4 years | 9 | 18.0 | 18.0 | 18.0 |
5-6 years | 9 | 18.0 | 18.0 | 36.0 | |
7-8 years | 10 | 20.0 | 20.0 | 56.0 | |
more than 8 years | 22 | 44.0 | 44.0 | 100.0 | |
Total | 50 | 100.0 | 100.0 |
Chart 2
In the study, the respondents were asked about their working experience; it can be seen that 44% of the managers have more than eight years of working experience. There are only 18% of respondents who have working experience of three to four years, while 20% of the respondents have seven to eight years of working experience (see above figure). It implies that the majority of the managers have good working experience in their field. The good working experience of the mangers will help in generating more accurate and reliable responses.
Head quarter | |||||
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | United kingdom | 23 | 46.0 | 46.0 | 46.0 |
Other country | 27 | 54.0 | 54.0 | 100.0 | |
Total | 50 | 100.0 | 100.0 |
In the study the respondents were asked about the headquarters of their organisations. 46% of the respondents reported that their organisations headquarter are located in UK while 54% reported their headquarters in other countries (see above figure). It implies that around half of the IT companies have headquarters in UK while the other halves have their headquarters in other countries. It shows that large number of IT companies operate in UK.
Cross Culture Managment_plays_important_role_in_business_operation | |||||
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | strongly disagree | 4 | 8.0 | 8.0 | 8.0 |
Disagree | 4 | 8.0 | 8.0 | 16.0 | |
Neutral | 4 | 8.0 | 8.0 | 24.0 | |
Agree | 23 | 46.0 | 46.0 | 70.0 | |
strongly agree | 15 | 30.0 | 30.0 | 100.0 | |
Total | 50 | 100.0 | 100.0 |
Chart 4
In the study the managers were asked about their opinion on whether cross culture management plays an important role in business operations. 46% of the respondents agreed that cross culture management plays a significant role in business operations while only 8% of the respondents disagreed on the point. There are 30% respondents who strongly agreed on the point and 8% respondents strongly disagreed on the point while only 8% respondents had neutral reviews (see above figure). It implies that majority of the HR managers feel that cross culture management is a very important aspect in business operations and should be practiced by all organisations. In this era of globalisation it becomes very difficult to understand and communicate with employees coming from different countries and hence cross culture management provides the path to manage employees from different cultures.
Organisations_effectively_practice_Cross Culture Management | |||||
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | Yes | 24 | 48.0 | 48.0 | 48.0 |
No | 17 | 34.0 | 34.0 | 82.0 | |
can’t tell | 9 | 18.0 | 18.0 | 100.0 | |
Total | 50 | 100.0 | 100.0 |
Chart 5
In the study the managers were asked about whether their organisations effectively practice cross culture management or not. There are 48% of the respondents who said yes while 34% of the respondents responded no. There are 18% respondents who responded can’t tell (see above figure). It implies that majority of the IT companies consider cross culture management necessary for their organisations and companies practice it effectively as it helps the companies to work effectively along with improving the overall growth of the company.
Cross_culture_dimensions_impacts_service_efficiency | |||||
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | yes | 31 | 62.0 | 62.0 | 62.0 |
no | 11 | 22.0 | 22.0 | 84.0 | |
can’t tell | 8 | 16.0 | 16.0 | 100.0 | |
Total | 50 | 100.0 | 100.0 |
Chart 6
In the study the respondents were asked about their point of view on whether cross culture dimensions impacts the service efficiency of the IT companies based in UK. It can be seen through the statistical data that 62% of the managers responded yes while only 22% of the managers said no. There are only 16% managers who responded can’t tell (see above figure). It implies that majority of HR managers think that cross culture dimensions affect the service efficiency of UK based companies as it bridges the communication gap between different employees having different cultural background.
Communication_in_Cross Culture Management_leads_to_sustenance_and_growth | |||||
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | strongly disagree | 4 | 8.0 | 8.0 | 8.0 |
disagree | 9 | 18.0 | 18.0 | 26.0 | |
neutral | 2 | 4.0 | 4.0 | 30.0 | |
agree | 20 | 40.0 | 40.0 | 70.0 | |
strongly agree | 15 | 30.0 | 30.0 | 100.0 | |
Total | 50 | 100.0 | 100.0 |
Chart 7
In the research study the respondents were asked about their point of view on whether communication is a key aspect of cross culture management that lead to sustenance and growth of IT companies in UK. There are 40% respondents who agreed on the point while 30% of the respondents strongly agreed on the point. Only 8% of the respondents strongly disagreed on the point while 4% of the respondents had neutral reviews (see above figure). It implies that majority of the managers agree that communication plays a major role in cross culture management as it improves the growth of the organisation. Cross culture management practices help different employees coming from different countries across the globe to communicate and understand each other in a better way.
Cross Cultural Managment_has_impacted_overall_growth_of_IT_companies | |||||
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | strongly disagree | 6 | 12.0 | 12.0 | 12.0 |
disagree | 7 | 14.0 | 14.0 | 26.0 | |
neutral | 1 | 2.0 | 2.0 | 28.0 | |
agree | 23 | 46.0 | 46.0 | 74.0 | |
strongly agree | 13 | 26.0 | 26.0 | 100.0 | |
Total | 50 | 100.0 | 100.0 |
Chart 8
In the study the respondents were asked about their opinion on whether cross culture management has impacted the overall growth of the IT companies located in UK. It can be seen through the statistical data that 46% of the respondents agree that growth of IT companies of UK have been affected by cross culture management while 26% of the respondents strongly agree on the point. 12% of the respondents strongly disagree on the point and 14% disagree while only 2% of the respondents have neutral reviews (see above figure). It can be analysed that majority of the managers find cross culture management very effective as it has highly affected the overall growth of the IT companies of UK. It provides effective measures that help the management to deal with different employees. It bridges the gap between different cultures and helps to establish a good working environment in the work place which has a positive effect on the emotional and mental health of employees.
Challenges_faced_by_organisations | |||||
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | continuous innovation and up gradation | 4 | 8.0 | 8.0 | 8.0 |
large expenses | 12 | 24.0 | 24.0 | 32.0 | |
compatibility with different cultures | 6 | 12.0 | 12.0 | 44.0 | |
communication gap | 5 | 10.0 | 10.0 | 54.0 | |
all of the above | 23 | 46.0 | 46.0 | 100.0 | |
Total | 50 | 100.0 | 100.0 |
Chart 9
In the study the respondents were asked about their point of view regarding the various challenges faced by the IT companies while dealing with cross culture management. There are 24% of respondents who reported that managing cross culture in the organisations proves to be very expensive for the organisations. On the other hand 12% of the respondents find that compatibility with different cultures is a major challenge while dealing with cross culture management. There are 46% of the respondents who think that continuous innovations, large expenses, compatibility with different cultures and communication gap all factors are the major challenges that are faced by IT companies while dealing with cross culture management (see above figure). It implies that IT companies have to face a large number of challenges to manage cross culture in their work place.
IT_companies_need_to_reform_current_Cross Culture Management techniques | |||||
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | strongly disagree | 5 | 10.0 | 10.0 | 10.0 |
Disagree | 9 | 18.0 | 18.0 | 28.0 | |
Neutral | 8 | 16.0 | 16.0 | 44.0 | |
Agree | 17 | 34.0 | 34.0 | 78.0 | |
strongly agree | 11 | 22.0 | 22.0 | 100.0 | |
Total | 50 | 100.0 | 100.0 |
Chart 10
In the study the respondents were asked if there is any need to reform or change the current cross cultural management techniques practiced in IT companies so as to survive and sustain in the business. There are 34% of the respondents who agreed on the point that current cross cultural management practices needs to be reformed to survive in the market while 22% of the respondents strongly agreed on the point. There are only 10% respondents who strongly disagreed on the point and 18% respondents disagreed on the point. There are 16% respondents who had neutral reviews on the topic (see above figure). It can be analysed from the statistical data that more than half of the respondents believe that current cross culture management techniques used by organisations should be reformed as with time new strategies and policies should be adopted to survive and sustain in the business.
Analysis and Discussion
Analysis and discussion is presented primary variable and sub-variables in alignment of the research questions based on the quantitative (survey information) under headings of the research question.
RQ1: How important is the cross cultural management for business organisations?
Majority views of the human resource managers have affirmed cross cultural management is important to flourish business operations in the foreign countries. Cross cultural aids to manage business decisions and strategies as per the cultural factors that prevent cultural conflicts. In the foreign culture, customers’ and stakeholders’ behaviour are based on the prevailing cultural norms and values; thereby, effective cross cultural management plays vital role in serving their expectations. This support in managing relationship with the stakeholder that eventually contributes to growth of the IT companies. Literature studies also support quantitative finding that domestic/home or foreign/host country culture is different and thus, managing of operations in the foreign countries is being needed effective cross cultural management to balance cultural differences (Ramsey et al., 2011). The cultural factors have turned out as a prime requisite for MNCs to set-up subsidiaries and operations across the world (Velo, 2011).
Cross cultural management is of indispensable for effective interaction and integration between different culture that assures success and growth in the international market. It is because cultural difference is one of the restraining factors to compete in the foreign market because of different working style and pattern. The formation of the human resource policies is also aligned with the culture to manage diversity in the work culture without conflicts. It has been analysed and discussed that employee relationship in the foreign culture is considerably based on the way of managing socio-cultural aspects or dimensions to manage conflicts and restraints in the way of companies’ sustenance and growth (Velo, 2011). Overall, cross cultural management in the international operations has significant value and importance in the context of conflict management, stakeholders or customer satisfaction and decision-making.
RQ2: What is the importance of cross-cultural management in the sustenance and growth of IT companies in the UK?
In an address to this question, findings of the thematic analysis have indicated the need and importance of cross-cultural management in the context of efficient decision-making that contributes to service efficiency. The consideration of cultural aspects in the decision-making makes it feasible to serve current and future customers’ by quality service. Literature study by Rizomyliotis et al., (2018) has supported that cross cultural understanding is important for gaining knowledge of consumer behaviour. This knowledge serves as a base for serving cross-cultural service. Local groups or companies in contrast to foreign companies are more successful in the absence of cross-cultural understanding and management. It has been discussed that cross-cultural management plays an important role in sustenance and growth by developing cross-cultural consumer behaviour knowledge and service expectations. Mok, Sparks and Kadampully (2001) also indicated that cross-cultural management is important for the companies in order to interact with cross-cultural people or people from a different culture. In the international market, understanding of cross-cultural aspects is being needed for operations management, as well as efficient marketing. Customers’ attraction and retention both are only possible with the cross-cultural knowledge that, in turn, useful to gain trust and loyalty. Cross-cultural management prevents the issue of idea mismatch and disputes Owing to this factor, IT companies in the UK have been practised cross culture management effectively as identified from the majority views. This indicated that IT companies in the UK are successful in sustaining growth and sustenance. From the literature findings, it has been analysed that culture of the companies across the globe are different; such as in the British culture; workforce education along with their training and women empowerment. On the contrary, in the culture of America and Japan; job-roles for male and female and work norms are different. The differences in the cultural-aspects across the world impacts on the decision-making and thus, it has been analysed that familiarity with the culture is the vital requirement for the work culture management and success as a whole.
Summary –Key Findings
Chapter 5 Conclusion and Recommendations
Recommendations for the IT companies in the UK for Cross-Cultural Management
The management of cross-cultural society is an essential part of the growth and prosperity of IT companies in the UK. Therefore, the recommendations are based on enhancing the cross-cultural management, and for this, the recommendations are as follows:-
- It is vital that the companies should embrace diversity as a diverse workforce attracts challenges or issues in terms of customs, communication and regions. In these type of situations, it is essential not just to accept the differences but to embrace them in the entire IT companies’ business. It is a profoundly humbling experience to allow the operations of the IT companies to differentiate in lifestyles and cultures. Leveraging the shared vision and embracing such differences is vital in making the IT companies successful (Michie, 2019). Perhaps, the promotion of diversity in the companies needs an optimum level of efforts by every member of the workforce. Framing and carrying out a diverse training procedure throughout the IT companies could be an excellent step. Further, establishing opportunities for the workforce to learn and gain knowledge about the other coworkers’ beliefs, open-mindedness, and perspectives could contribute to a bright cross-cultural picture (Schatz, Cohn and Nicholson, 2014).
- The second recommendation in the case of managing cross-cultures in the IT companies in the UK is to promote an adequate level of open communication since to manage the workforce from the distinct parts of the globe or comprising international members; it is essential that the communication should be transparent and open. An open or transparent communication clearly defines the primary aims or objectives of the IT companies, along with managing the cross-culture of the workforce. Thus, the level of communication among the workers might determine companies’ long or short term survival (Maude, 2011). For instance, when the IT companies established in the UK has branches in Australia or the United States, it is necessary to have an optimum system of communication in progress and tasks to enhance the level of cross-cultural collaboration for the development of the IT companies. Situations like miscommunications can lead to the occurrence of various roadblocks, especially at the time of language barriers’ existence due to the cross-culture phenomenon.
- In establishing a transparent and open communication, technology and innovation play a crucial role as in the current environment; there are phenomenal tools that support or combat linguistic problems or issues among the workers (Maude, 2011). Therefore, promoting open and transparent communication should be the top priority for IT companies in the UK for the management of cross-culture.
- The final recommendation, in this case, is to boost a powerful relationship among the workers as team building is sometimes overlooked by companies all around the world. Establishing an optimum level of relationship or connection among the workforce is essential to keep every worker engaged in the allotted task as well as performing the group works effectively and efficiently. Fostering powerful relationship requires companies to host various team-building events such as monthly or weekly happy hours that help the workers to develop a connection with the other workers to build the cross-cultural relationship among the employees. Therefore, placing workers belonging from utterly distinct backgrounds together assists in collaborating their working towards the common goals or objectives of the companies. The initial procedure to boost the relationship among the coworkers lies in enhancing or promoting meaningful communication along with the capability to seamlessly collaborate or integrate different cultures for the overall growth and prosperity (Schatz, Cohn and Nicholson, 2014). Therefore, all these recommendations can help in managing the cross-cultural issues in IT companies in the UK.
Future Research Areas and Suggestions
The future suggestions for the future research areas, in this case, could be carried on the basis of a personal interview with the managers to gain in-depth knowledge and understanding about the effectiveness of the management of cross-cultural relationships. The personal interview is essential for the data collection process as it provides flexibility in the interview process and assists in collecting in-depth data by personally interacting with the respective departmental managers. Further, the personal interview helps in gaining an optimum level of response from the managers due to face-to-face interaction or communication. A personal interview would also be helpful in comparing the opinions of different managers in the IT sector of the UK. Detailed information is gathered in a personal interview, which is most reliable (Michie, 2019).Further, there is also future requirement to undergo a comparative study to understand the cross-cultural issues or challenges faced by the IT companies all around the globe and not only in the context of IT companies situated in the UK. A comparative study is utilised to measure and quantify connections or relations among two or more than two variables by detecting or observing distinct groups on the basis of circumstances or choices exposed to distinct treatments. The comparative study observes two or more identical individuals, companies or conditions by making a comparison between them (Michie, 2019).
Further, along with conducting a comparative analysis with other IT companies all around the world, a comparative analysis could be performed for other non-IT companies to determine the cross-cultural challenges and issues faced by them and the ways they are managing the cross-cultural issues. Additionally, the case study method could also be utilised in this research to evaluate the cross-cultural issues by using the case study of different companies. Case study methods are helpful for in-depth research or investigation of an individual, company or various other organisations. In the case study method, the data or information is collected from distinct sources and also by utilising variable methods (Beach and Pedersen, 2016). Further, the cross-culture in the companies can also be compared with other cultures and beliefs of people while they are not in the company so as to gain an optimum level of understanding of the people outside their working area that helps in managing the cross-cultural issues or problems.