Sestava 1 - Vysoká škola obchodní v Praze

• The demographic imperative includes the changing domestic and
international migration-raising questions of class and religious
diversity.
• The economic imperative highlights issues of globalization and the
challenges for increased cultural understanding needed to reach the
goal market.
• The technological imperative gives us increasing information and
increased contact with people who are similar and different from us.
Increased use of communication technology also raises questions
about identity and access to these technologies.
• The peace imperative involves working through issues of colonialism,
economic disparities, and racial, ethnic, and religious differences.
• The ethical imperative calls for an understanding of the universalist,
relativist, and dialogue approach to ethical issues [9].
As global competition intensifies, it is becoming necessary for
organizations to establish strong intercultural relationships with
a culturally diverse set of employees, inter-organizational partners as well
as customers. In order to manage these relationships effectively,
organizations need a means to understand and improve global
intercultural communications. The complexity of intercultural
communications requires management to understand the nature of
domains of global relationships and the level of complexity when
attempting to communicate with multiple partners having unique national
and organizational cultures [7].
‘Value dimensions’ and ‘personality traits’ as the two major strands of
literature at best only partly embrace the actual problems emerging in
business and management encounters, how these encounters are
perceived and how and why managers and staff react in specific ways that
either help to solve the interaction problems and to achieve desired goals.
When we put these strands into perspective of the Yolles SVS model and
also consider the [2] decision theory, then we have to note that not only
beliefs and knowledge (about prevailing rules, available solutions and also
stereotypes), but also personal interest and organizational goals have an
influence on actual decision making and consequently on behaviour. We
may expect that patterns of behaviour to some extent are influenced by
culture and traits, but that individual behaviour also may deviate from
such patterns depending e.g., on personal interest. We also have to expect
that behaviour might change in course of the process of interaction with
others, because feedback and reflection processes make change
worthwhile in the light of personal or organizational interest.
Nevertheless, in cross-cultural encounters it is of importance or at least
worthwhile to know the local flavour of patterns of behaviour. Some
scholars who attach high importance to detailed knowledge of local
behavioural appearances do not shy away from being eventually accused,
that they might produce only stereotypes [4].
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