Multicultural Competence as a Success Factor of Born-Global Companies in Thailand
Multicultural Competence as a Success Factor of Born-Global Companies in Thailand
5.1. Knowledge of multicultural competence
The outcome of the study highlights some findings that are relevant to the knowledge of the participants of the multicultural competence regarding how it contributes to the success of the Born- global companies in Thailand. The factor that most of the participants depict different cultures and have had an experience with the multiculturalism is the primary sources of the knowledge the participants have about the multicultural practice, and this is getting through to all those who took part in the study. Evidence on the participants encounter with multicultural has been provided based on the information about the participants which indicates that they indeed come from the different cultural background. Some of them have had a long time experience with multicultural while living abroad either for one reason or the other, either studying or working abroad in the diverse culture.
Therefore, from all it appears, the participants have vast knowledge in multicultural competence and their responses indicate they have a favorable view of the whole aspect as it applies in the born- global companies in Thailand. Thus, it appears that the knowledge the participants having emanated from their multicultural experiences has enabled them to develop the multicultural competence which they believe has to lead to the success of the born- global companies in Thailand. Going deep into understanding the results of the findings potentially allows us to know the how this knowledge has been strengthened the competence in multicultural.
The nature and the practices of the companies are enough control tools to tell the employees, the customers and any party to the companies of what the company represents. Through the observation of the activities the company, an employee understands what the company expects from him or her. This ranges right from the process of recruitment, hiring, promotion and all the undertakings of the company. Indeed this is the agreement that more than half of the participants who have worked in born-global companies make. They indeed acknowledge that the multicultural competence in these companies is developed right in the process of recruitment. To majority who might not have been aware of what the born- global companies do and why they have maintained their name globally get to know of this at the exact place. Allowing people participate in the process when they exhibit different cultures are the helps them become knowledgeable which they then translate into the competence as they look at the various steps the companies make this happen. Indeed, it was notably clear from the results in the findings that the participants were able to identify the positive effects that the multicultural competence has on the born- global companies. To a great extent, this translates the knowledge of the participants on multicultural competence which then directly or indirectly results in the companies becoming successful.
Interestingly, the majority of those who participated in the research expressed that they had an understanding of the multicultural competence. To prove this to the researcher, ten participants identified acceleration of the productivity of the born- global companies, while some identified promotion of effective learning and teamwork. Some ten other participants identified benefiting marketing needs, and all of them were able to link these successes of the born- global companies to the multicultural competence. More benefits need to be identified about the multicultural competence to increase the level of understanding and remove any doubt associated with its practice among these companies.
5.2. Comparisons with the previous research
The study focused on establishing multicultural competence as a factor contributing to the success of the born-global companies. Thus, all those who were included were qualified participants who were in a way or the other have experience with the multicultural in the said companies. This was followed with the thematic analysis to extract the essential themes multicultural competence from the responses of the participants. The choice of the thematic report of the findings indicated lack of any prior research that had proved to be robust enough to support this question under study. Indeed, the thematic analysis deemed to work well for this study hence extracted relevant data which discussed in this section about the earlier findings.
Matveev, (2002) have previously examined the theme of successful incorporation of the multicultural competence into the business. The research carried research on how the managers who know multicultural teams apply the intercultural communication and how they feel this impact the success of their companies. The study was based on the international companies that have extensive experience with multiple cultures. The research presented this theme but in a different perspective involving other forms of business other than the born- global industry. However, it is crucial for this discussion in helping to understand how the theme of “Multicultural Competence as a Success Factor of Born-Global Companies” was reached. As well we get to know how other researchers have framed similar theme. Keršienė, K., & Savanevičienė, (2005) also did their research to help define and identify the multicultural in the organizations and how they contribute to the success of the organization. Therefore, managers of different organization especially those operating internationally reconsider the issue of multicultural competence (Knight, Koed Madsen, & Servais, 2004). They allow businesses accommodate various cultures.
Many researchers have been able to identify multicultural competence which has been developed over the year, and the businesses have learned to adopt the culture. Majority of them are associated with the companies operating internationally. Some of them find it a norm after they realize that most of the employees who work with them have varied cultures from one another (Sue, 2001). Majority of these international organizations do not have a pre-plan to have members of different cultures working for the companies. However, the nature of the business itself being the fact that it covers a wide area, automatically the organizations find out that the employees exhibit varying cultures (Egan, & Bendick, 2008). The situation is slightly different with the Born-global companies. From the results of findings from the participants, we can tell that born- global make prior arrangement for the adoption of the multicultural competence. The born- global companies can achieve this through training, the recruitment process and other activities. The difference in this organizations’ development of the multicultural competence was an indicator that research was needed as no previous research had intended to handle the question of my study.
5.3. Issues related to the procedure
The fact that not all of the participants in the study worked with the born- global companies poses some automatic procedural issue to arise. For instance, the methodological issue discovered was that some time at first could not express their responses well having little knowledge in the born- global companies. However, those working with the companies found it easy to offer responses. All the sessions with the participants were kept relatively short to accommodate at least all the participants to be engaged. Only short well-organized responses were documented. The companies as were that were selected for the project were convenient and quite helped I shaping the issue of multicultural competence. The serenity of the place of interview allowed from interactions but sessions were held privately with each participant to get more insides of the question.
Over the years, multinational enterprises have proved to open the international markets for all those companies operating in more than one country. The born- global companies brought in a new picture of the international trade by adopting features that almost entirely favor the international market than the local market. Even as these companies blindly strive to embrace the market, they employ various strategies some of which have proved not to work well for them. However, their secret lies behind the multicultural competence where they have re-energized their efforts towards having the people working in the companies representing different cultures. The notion has been motivated by the fact that such a composition of the staff will have more of an international look hence give the companies an impressive perception by the international viewers.
As a success factor in the born- global companies, the multicultural competence has not been well documented by the previous research hence the derivation of the statement of the problem. Fewer studies have accurately presented the success of the born- global companies as a result of multicultural competence. Several literature reviews were conducted for the research to have early information on the born- global companies as well as multicultural competence as an underlying issue. Indeed the investigation confirmed that this area is entirely new and more information is needed. The qualitative method of the semi-narrative research design was applied in the move to getting well-informed responses that could help make the best conclusion. The convenient number of participants and suitable questions were carefully selected. The method employed was the best regarding helping to get the required information for the study. Findings including data from the participants underwent through thematic analysis identified two central themes with sub-topics attached to give more details into the findings. The identified themes included the Multicultural Competence as a Success Factor and Developing Multicultural Competence in born-global companies. All the results were discussed intensely in relation other research.
Upon collecting both the primary and secondary data on the multicultural competence as a success factor in born-global companies. Findings indicate that indeed multicultural competence has to a great extent benefitted the born global companies. However, being a new area, more need to be put in place to improve the perceived successes. The companies can borrow one or more of the following recommendations:
Born- global companies need to have their customer base well established in the local market in countries where they are headquartered to increase their market share both locally and internationally. In business, any individual is a potential customer. Thus, the fact that born- global companies are less known in the local market makes it worrying those domestic consumers may miss out the product. Hence the companies lose out on sales.
Born- global companies can establish synergies in the international market space through more regional trade agreements to make the market penetration easy and quick especially in cases where new products are introduced. Working as partners in business is healthy, and a partner may come to your rescue when under crisis.
Despite the fact that born-global companies value cultural diversity at their work places, recruitment of employees based on multiculturalism should be accompanied with the performance and expertise of the selected employees. This will ensure that the companies’ employees are competent and work well in the various department with minimal supervision.
Egan, M. L., & Bendick Jr, M. (2008). Combining multicultural management and diversity into one course on cultural competence. Academy of Management Learning & Education, 7(3), 387-393.
Keršienė, K., & Savanevičienė, A. (2005). Defining and understanding organization multicultural competence. Engineering Economics, 42(2), 45-52.
Knight, G., Koed Madsen, T., & Servais, P. (2004). An inquiry into born-global firms in Europe and the USA. International Marketing Review, 21(6), 645-665.
Matveev, A. V. (2002). The perception of intercultural communication competence by American and Russian managers with experience on multicultural teams (Doctoral dissertation, Ohio University).
Sue, D. W. (2001). Multidimensional facets of cultural competence. The counseling psychologist, 29(6), 790-821.
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