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Underestimated Importance of Cultural Differences in Outsourcing Arrangements
Abstract
In international business, it is important to be sensitive to a variety of different cultural backgrounds and to understand how to adapt the behavior when dealing with provider's from other cultures. Individuals often do not realize that they communicate differently, have different understanding of the same subject, or hold differing beliefs about appropriate and inappropriate behavior, until they actually experience the impact of those differences to the final result. Cultural differences are named to be one of the biggest reasons why outsourcing deals are experiencing problems. Physical obstacles to successful outsourcing such as infrastructure and facilities have been mostly resolved, but the soft issues, cultural differences, will continue to be the main challenge. By its very definition, offshore outsourcing involves interplay of different companies, countries, regions etc. That evidences, that representatives of different nations will expect different results and will have different expectations from business relationships. Culture is difficult to assess, as it embraces so many aspects. Awareness of cultural differences in all the dimensions, mentioned in the paper, between outsourcing partners would be very helpful in reducing communication gaps and to understand the reasons of misunderstanding. Cultural compatibility in existing outsourcing country selection models is treated just as one of the multiple sub-criteria. Cultural differences are not marked as one of the Top features to be considered and therefore cause many outsourcing deals to fail, because they were not properly evaluated and addressed. There are certain cultural criteria, which are very important in selecting the site. The results of the empirical survey are presented in the article. Some authors assigned cultural differences only to company's culture differences and that is not exactly correct. There should be distinguished between Nations' cultural differences and companies cultural differences. In onshore outsourcing arrangements the key is companies cultural differences, while in nearshore and offshore outsourcing Nations cultural differences are far more important. Often cultural hurdles can be overcome, when approached with a non judgmental, open mind and with preparation in advance. The goal of both parties should be: making the most of both cultures to add value to outsourcing relationships much beyond cost reduction. Requirements for the nations around the globe to work so close, so dynamic and at such scale as today – have never been present before. We are at the stage of major cultural shift: not only embracing extreme diversity but also enabling this diversity to synchronize and deliver results effectively.
... Complex outsourcing contracts [17] are difficult to manage and of themselves, but when time zone differences, language barriers, significant distance, rare face-to-face meetings, and diversity-all of which are common offshore deal companions-the task becomes exponentially more difficult. ...
Complex IT outsourcing relationships aptitude several benefits such as increased cost likelihood and lowered costs, higher scalability and flexibility upon demand. However, by virtue of its complexity, the complex outsourcing typically necessitates the interactions among various stakeholders from diverse regions and cultures, making it significantly more challenging to manage than traditional outsourcing. Furthermore, when compared to other types of outsourcing, complex outsourcing is extremely difficult because it necessitates a variety of control and coordination mechanisms for project management, which proportionally increases the risk of project failure. In order to overcome the failure of projects in complex outsourcing relationships, there is a need of robust systematic research to identify the key challenges and practices in this area. Therefore, this research implements systematic literature review as a research method and works as a pioneer attempt to accomplish the aforementioned objectives. Upon furnishing the SLR results, the authors identified 11 major challenges with 67 practices in hand from a total of 85 papers. Based on these findings, the authors intend to construct a comprehensive framework in the future by incorporating robust methodologies such as AHP and fuzzy logic, among others.
... Besides that, it will take longer for them to learn or be given training, and it will be a waste of time and money for the firms. Furthermore, a lot of problems related to cultural differences often arise in outsourcing, which is one of the biggest reasons for outsourcing transactions' failure, especially when outsourcing to third parties (Kvedaraviciene & Boguslauskas 2015). Moreover, as the supplier acquires the knowledge of the product being manufactured, they tend to use that knowledge to start selling their own products by imitating a product from the company which outsourced to it (Pralhad & Hamel 1990). ...
... DiBella states that "Culture can be a major stumbling block to planned change because critical, underlying assumptions are hidden, and visible elements of culture, such as language, may be considered inconsequential" (DiBella, 1996:368). Kvedaraviciene & Boguslauskas (2010) refer to the great importance of cultural differences in offshore outsourcing, stating that it is one of the most important reasons for fails. Dodor & Rana (2007:82) conclude that managers must "pay careful attention to how national cultural differences may influence the effectiveness of their management styles, strategies and decisions". ...
This work investigates the importance of national culture differences for domestic companies that consider international expansion. Is it a factor of prime importance for companies that expand internationally, as some researchers say or it is overrated, being lower in the significance list? A group of 61 managers from 7 internationalized companies listed in the Athens Exchange SA contribute to the research. Findings seem to support those authors that say that national culture differences do influence the strategy, tactics and management practices of domestic companies that plan international expansion, but this influence is not of prime importance. Findings show that there are other factors such as market potential, legal framework, market infrastructure, broad economic indicators and technology barriers that are more significant than national culture issues, with the latter being overrated.
... These issues can be highlighted by the client and vendor organisations during information sharing sessions with the personnel. One important challenge of outsourcing is cultural differences ( Kvedaraviciene & Boguslauskas, 2010). The cultural compatibility between the client and the vendor organisations is critical. ...
This article examines a variant of IT outsourcing. Specifically, it studies total outsourcing, which includes outsourcing IT personnel within a short-term contract between the client and vendor organisations. This study is based on outsourcing of IT activities and personnel from a Dutch oil company to American and German IT companies. Our study addresses two important issues: (1) the changes in formal structure, authority, and company's strategies experienced by the personnel due to outsourcing and (2) how this type of outsourcing contributes to changes in the employees' job satisfaction levels. Hofstede's cultural theory was used as theoretical basis for hypothesis development.
... It is a notable omission from the Farrell"s framework, or at least it wasn"t given enough emphasis. This should not be so because, according to Kvedaraviciene and Boguslauskas (2010), many outsourcing deals have failed because cultural differences are not marked as one of the core features to be considered. The authors pointed out that existing country selection models treat cultural compatibility just as one of the multiple sub-criteria. ...
This paper presents one of the first comprehensive analyses of Nigeria’s future readiness and attractiveness as a potential destination for IT-enabled services offshoring. The paper examines existing literature on IT services offshoring to Africa, and presents results from in-depth evaluation of seven important location selection criteria. The study indicates that while Nigeria appears to be making progress in many areas, the country is neither yet ready nor attractive as an offshoring destination. Nevertheless, the analysis suggests that Nigeria might already be on the path to attaining readiness in the future. However, significant hurdles will need to be surmounted if Nigeria is to become fully attractive for offshoring. The study further reinforces beliefs that Nigeria has the potential to take its own share of the global offshoring market, and concludes that bringing IT services to Nigeria is all about seeking opportunities while muddling through manageable risks.
... The survey found that ineffective execution of scope management and other critical outsourcing activities, as a result of cultural differences and challenges, impacted the clients and providers in terms of low staff morale, missed deadlines, poor quality and low end-user satisfaction. A survey by Kvedaraviciene and Boguslauskas [9], with participants from Finland, Sweden, Lithuania, the Czech Republic, Slovakia and Denmark, reported that the two most important cultural criteria in the selection of an outsourcing partner were cultural compatibility and internationalization. The authors argue that the importance of cultural differences is underestimated in current models for country selection for outsourcing purposes. ...
... Tai ypač būdinga eksporto kainodarai, kurią apsunkina papildomi aplinkos veiksniai, pvz., vartotojų tarp rinkų elgsenos skirtumai, skirtingos valiutos, jų kursų svyravimai, ilgesni paskirstymo kanalai (Solberg ir kt., 2006;Bernatonyte, Normantiene, 2009). Eksportuojanti įmonė turi įveikti ir kainos nustatymą komplikuojančius kultūrinius, teisinius bei institucinius barjerus (Kersiene, Savaneviciene, 2009;Kvedaraviciene, Boguslauskas, 2010). ...
Anotacija Lietuvos ūkio augimą didžiąja dalimi apsprendžia užsienio prekybos, ypač eksporto plėtra. Nedidelis šalies vidaus rinkos dydis sąlygoja Lietuvos pramonės raidos priklausomybę nuo gebėjimų konkuruoti pasaulinėje rinkoje. Didžiosios dalies šalies pramonės įmonių gaminama produkcija labiau orientuota į užsienio rinkas. Tai pagrindžia eksporto kainodaros strategijos – vieno svarbiausių šalies įmonių konkurencingumą tarptautinėse rinkose sąlygojančių veiksnių – formavimo tobulinimo įmonėse svarbą. Tikslingai parinkta eksporto kainodaros strategija leidžia ne tik padidinti priimamų kainodaros sprendimų kokybę, tuo pačiu ir veiklos užsienio rinkose efektyvumą, bet ir plečia šalies eksportuotojų konkurencingumo tarptautinėse rinkose didinimo galimybes, darančias poveikį šalies eksporto apimtims. Straipsnyje pramonės rinkos aplinkos analizė atliekama koncentruojantis į tris pagrindines rinkos subjektų grupes: vartotojus, tiekėjus ir konkurentus. Remiantis atliktomis mokslinės literatūros studijomis, išskirti svarbiausi eksporto kainodaros strategijos formavimui poveikį turintys pramonės rinkos aplinkos veiksniai. Plačiau aptariamas eksporto rinkos konkurencijos intensyvumo ir rinkos paklausos – dažniausiai mokslinėje literatūroje minimų eksporto kainodaros strategijos formavimą apsprendžiančių pramonės rinkos aplinkos veiksnių – poveikis eksporto kainodaros tikslinei orientacijai, eksporto kainos skaičiavimo metodo pasirinkimui bei eksporto kainodaros sprendimų centralizavimui/decentralizavimui. Raktiniai žodžiai: eksporto kainodaros strategija, pramonės rinkos aplinka, eksporto rinkos konkurencijos intensyvumas. JEL klasifikacija: E31, L11, L21, M21. Įvadas Vienas svarbiausių šalies įmonių konkurencingumą tarptautinėse rinkose sąlygojančių veiksnių – tikslingai parinkta eksporto kainodaros strategija. Eksporto kainodaros įgyvendinimą didžiąja dalimi apsprendžia jai poveikį turinčių aplinkos veiksnių nustatymo tikslumas bei įmonės kainodaros sprendimų ir veiksmų suderinamumas. Sousa, Bradley (2009) teigimu, eksporto kainodara – vienas greičiausią ir betarpiškiausią poveikį įmonės pardavimų ir pelningumo rodikliams turinčių sprendimų. Kaina yra ne tik vienas svarbiausių konkurencinės padėties veiksnių, bet ir lanksčiausias marketingo komplekso elementas, greitai priderinamas prie aplinkos pokyčių. Tai svarbiausias vartotojų pasitenkinimo ir jų lojalumo veiksnys (Virvilaite ir kt., 2009). Nežiūrint to, dėl kainų nustatymo proceso sudėtingumo, kainoms poveikį darančių veiksnių gausos, kainodaros problemos sulaukia gana nedidelio tyrėjų susidomėjimo. Tai ypač būdinga eksporto kainodarai, kurią apsunkina papildomi aplinkos veiksniai, pvz., vartotojų tarp rinkų elgsenos skirtumai, skirtingos valiutos, jų kursų svyravimai, ilgesni paskirstymo kanalai (Solberg ir kt., 2006; Bernatonyte, Normantiene, 2009). Eksportuojanti įmonė turi įveikti ir kainos nustatymą komplikuojančius kultūrinius, teisinius bei institucinius barjerus (Kersiene, Savaneviciene, 2009; Kvedaraviciene, Boguslauskas, 2010). Įmonė negali (arba tik labai nežymiai) paveikti ir keisti tokių užsienio rinkos veiksnių, kaip politika, įstatymai, technologijų lygis, tačiau privalo juos pripažinti ir prie jų prisiderinti taip, kad pasiektų norimą galutinį rezultatą. Tai sąlygoja eksporto rinkos, į kurią ketinama skverbtis ar plėtoti veiklą, aplinkos veiksnių pažinimo ir jų kitimo tendencijų numatymo bei kainodaros sprendimų priderinimo prie rinkos aplinkos, įvertinant jos kitimo tendencijas, būtinybę. Nors mokslinėje literatūroje neretai deklaruojama aplinkos veiksnių įtakos eksporto kainodaros strategijai svarba, vis dėlto, pasigendama išsamios svarbiausių veiksnių identifikavimo, jų poveikio eksporto kainodaros strategijos formavimui vertinimo analizės, kuri leistų padidinti priimamų kainodaros sprendimų kokybę ir efektyvumą. Siekiant detaliau išanalizuoti eksporto kainodaros strategijos formavimą apsprendžiančius aplinkos veiksnius, straipsnyje analizuojami Lietuvos eksportuotojų kainodaros strategijos tyrimo rezultatai. Straipsnio tikslas – išskirti ir susisteminti svarbiausius pramonės rinkos aplinkos veiksnius, ištirti jų poveikį eksporto kainodaros strategijos formavimui.
... Tai ypač būdinga eksporto kainodarai, kurią apsunkina papildomi aplinkos faktoriai, tokie kaip vyriausybės poveikis, skirtingos valiutos, jų kursų svyravimai, ilgesni paskirstymo kanalai (Clark ir kt., 1999; Solberg ir kt., 2006; Saboniene, 2009;Bernatonyte, Normantiene, 2009). Eksporto kainos nustatymą komplikuoja ir kultūriniai, teisiniai bei instituciniai barjerai (Kersiene, Savaneviciene, 2009;Kvedaraviciene, Boguslauskas, 2010). Eksportuojanti įmonė turi įvertinti ir dėl nacionalinės kultūros įtakos susiformavusio etnocentrizmo nuostatų poveikį, kai vartotojas prioritetus teikia vietinėms prekėms ir paslaugoms (Nadiri, Tümer, 2010). ...
Anotacija Lanksti, nuolat kintanti, rinkos sąlygoms adekvati eksporto kainodaros strategija ne tik sąlygoja įmonės užimamą rinkos dalį, gaunamas pajamas, pelną, bet ir padeda kryptingai didinti įmonės gebėjimą sėkmingai konkuruoti tarptautinėje rinkoje. Tai ypač aktualu Lietuvos eksportuotojams, nes vidaus rinka maža, todėl šalies ūkio plėtrą didžiąja dalimi apsprendžia eksporto apimtys. Produkto eksporto rinkoje kaina yra vienas svarbiausių Lietuvos eksportuotojų sugebėjimą konkuruoti pasaulinėje rinkoje apsprendžiančių veiksnių. Tikslingai parinktos eksporto kainodaros strategijos svarbą didina faktas, kad Lietuvos gamintojai turi sąlyginai nedidelę savarankiško eksporto patirtį, lietuviškų gaminių įvaizdis užsienio rinkose (su nedidelėmis išimtimis) dar nėra pilnai susiformavęs, prekiniai ženklai ir vardai nėra visuotinai žinomi. Svarbus ir neatsiejamas eksporto kainodaros strategijos proceso etapas – kainodaros tikslų nustatymas. Tai strateginiai ir ekonominiai uždaviniai, kurių siekia įmonė, nustatydama produkto kainą. Kainodaros tikslai yra bendrų įmonės tikslų poaibis. Aptarus dažniausiai mokslinėje literatūroje minimus eksporto kainodaros tikslus ir išskyrus jiems poveikį darančius išorinės ir vidinės aplinkos veiksnius, straipsnyje nagrinėjami Lietuvos eksportuotojų kainodaros strategijos tyrimo rezultatai. Raktiniai žodžiai: eksporto kainodaros tikslai, eksporto kainodaros strategija, išorinės aplinkos veiksniai, vidinės aplinkos veiksniai. JEL klasifikacija: E31, L11, L21, M21. Įvadas Lietuvos – atviros ir nedidelės šalies – ūkio augimui didelę reikšmę turi užsienio prekybos, ypač eksporto plėtra. Viena šios svarbos priežasčių ta, kad maža ekonomika dažniausiai neturi pakankamai išteklių plačiam prekių ir paslaugų asortimentui, siekiant patenkinti vartojimo bei investicijų poreikius šalies viduje, gaminti. Todėl, norėdama įsivežti pageidaujamų produktų, šalis turi sugebėti pasiūlyti užsienio rinkoms tam tikras prekes ir paslaugas, už kurias gautomis pajamomis galėtų finansuoti reikiamą importą. Vienas svarbiausių šalies įmonių konkurencingumą tarptautinėse rinkose sąlygojančių veiksnių – tikslingai parinkta eksporto kainodaros strategija. Eksporto kainodaros įgyvendinimą didžiąja dalimi apsprendžia jai poveikį turinčių aplinkos veiksnių nustatymo tikslumas bei įmonės kainodaros sprendimų ir veiksmų suderinamumas. Eksporto kainodarą įvardindami vienu iš greičiausią ir betarpiškiausią poveikį įmonės pardavimų ir pelningumo rodikliams turinčių sprendimų, Sousa, Bradley (2009), kaip ir Stöttinger (2001), pripažįsta sisteminio požiūrio į eksporto kainodaros problemas stoką, neretai šios srities sprendimų priėmimą grindžiant intuicija ar ankstesne patirtimi. Dėl kainų nustatymo proceso sudėtingumo, daugybės kainoms poveikį darančių veiksnių kainodaros problemos sulaukia gana nedidelio tyrėjų susidomėjimo. Tai ypač būdinga eksporto kainodarai, kurią apsunkina papildomi aplinkos faktoriai, tokie kaip vyriausybės poveikis, skirtingos valiutos, jų kursų svyravimai, ilgesni paskirstymo kanalai (Clark ir kt., 1999; Solberg ir kt., 2006; Saboniene, 2009; Bernatonyte, Normantiene, 2009). Eksporto kainos nustatymą komplikuoja ir kultūriniai, teisiniai bei instituciniai barjerai (Kersiene, Savaneviciene, 2009; Kvedaraviciene, Boguslauskas, 2010). Eksportuojanti įmonė turi įvertinti ir dėl nacionalinės kultūros įtakos susiformavusio etnocentrizmo nuostatų poveikį, kai vartotojas prioritetus teikia vietinėms prekėms ir paslaugoms (Nadiri, Tümer, 2010). Kaina yra ne tik vienas svarbiausių konkurencinės padėties veiksnių, tiesiogiai veikiantis eksportuojančios įmonės pardavimų ir pelningumo rodiklius, bet ir lanksčiausias marketingo komplekso elementas, kurį galima greitai priderinti prie aplinkos pokyčių (Shipley, Jobber, 2001). Kainų pokyčiai, skirtingai nei produkto, reklamos ar paskirstymo pakeitimai, gali būti atlikti gana greitai, be to, jų sąlygoti pardavimo apimčių pasikeitimai irgi bus pastebimi greičiau; kita vertus, jei konkurentų reakcija bus operatyvi ir analogiška, sumažės visų pelningumai. Kaina yra vienintelis marketingo komplekso elementas, generuojantis pajamas. Be to, kaina – svarbiausias vartotojų pasitenkinimo ir jų lojalumo veiksnys (Virvilaite ir kt., 2009).
... Užsienio partnerio finansinės padėties analizei galima taikyti esamus finansinio pajėgumo principus, analizėje panaudojant tam tikrų įprastų finansinių rodiklių rinkinį. Tačiau prekinio kredito riziką padeda nustatyti ir nefinansiniai rodikliai, o šiuos savo ruožtu sudėtinga vertinti jeigu neatsižvelgiama į tokią svarbią aplinkybę, kaip kultūriniai skirtumai, kurie gali nulemti skirtingą įmonių elgseną (Juscius & Snieska, 2008;Kvedaraviciene & Boguslauskas, 2010). ...
In the global market every small and opened economy depends strongly on the volume of export. Exporting companies, striving to get a competitive advantage, provide their customers (importers) with trade credits. On the other hand, such involvement into financial relations with importers is very risky for exporters themselves. The abundance of given trade credits may even cause insolvency and bankruptcy of the exporter itself. Despite this importance literature on modelling the trade credit risk in the case of export is scarce. Exporters should take into account both financial and non-financial risk factors of the partners and country risk, while providing trade credit to their foreign partners. Both the foreign country risk and customer's financial analysis are researched extensively. However, the problem arises when significant non-financial indicators of foreign customer's credit risk have to be set. The aim of the paper is to make an empirical research and estimate the most significant non-financial indicators when assessing trade credit risk in the case of export. In order to estimate the significant non-financial indicators in the analysis of export trade credit risk, the method of expert evaluation was applied. Keywords: export, trade credit risk, non-financial indicators of trade credit risk.
... Be to, eksportuojamas gaminys turi atitikti kitoje šalyje esančių pirkėjų skonį, įsitikinimus, požiūrį (jeigu eksportuotojas pats neformuoja vartotojų požiūrio ir įsitikinimų); tik taip eksportuojamas produktas bus parduodamas. Taigi, kultūriniai skirtumai iš dalies nulemia sandėrio sudarymo ir verslo kitoje šalyje sėkmę, todėl negalima į juos nekreipti dėmesio planuojant verslo santykius su užsienio partneriu (Alas, Kraus, Niglas, 2009;Kvedaraviciene, Boguslauskas, 2010). ...
Anotacija Didėjanti konkurencija pasaulinėse rinkose verčia įmones suteikti kuo palankesnes atsiskaitymo sąlygas savo prekybos partneriams. Prekinis kreditas pasitarnauja šiam tikslui, tačiau eksportuotojas susiduria su tam tikra rizika. Straipsnyje analizuojama, kaip formuojasi prekinio kredito pasiūla ir paklausa, kokie motyvai skatina eksportuotoją prisiimti finansinio tarpininko vaidmenį ir suteikti užsienio pirkėjui prekinį kreditą. Straipsnyje taip pat tiriamos užsienio pirkėjo verslo aplinkos veiksnių keliamos rizikos sąsajos su eksportuotojo patiriama komercine rizika, išryškinant prekinio kredito rizikos sąsajas su užsienio pirkėjo šalies rizika. Atlikti tyrimai leido išskirti eksporto prekinio kredito teikimo motyvus, kurie parodo eksportuotojo gaunamą naudą iš kreditinių santykių su užsienio pirkėju. Pateikta eksporto rizikos struktūra atskleidžia eksportuotojo patiriamos prekinio kredito rizikos sąsajas su pirkėjo makroaplinkos veiksniais. Taip pat buvo nustatyta, kad prekinio kredito riziką nulemia ne tik vidiniai pirkėjo rizikos veiksniai, sąlygojantys pirkėjo nemokumą, bet ir išoriniai pirkėjo šalies makroaplinkos veiksniai, kurių daroma įtaka pasireiškia tiek pirkėjo nemokumui, tiek tiesiogiai eksportuotojui. Raktiniai žodžiai: eksportas prekinio kredito rizika. JEL klasifikacija: F18, F23, F24. Įvadas Prekinis kreditas ekonominėje literatūroje traktuojamas kaip viena svarbiausių prielaidų eksportuojančių įmonių konkurencingumui ir verslui plėtoti. Tačiau prekinis kreditas, ypač eksporto atveju susijęs su didele rizika. Eksportuotojui tai yra svarbiausia eksporto rizika. Kredituodamas savo pirkėją, eksportuotojas prisiima finansinio tarpininko vaidmenį. Kad prisiimtų šią riziką, eksportuotojas turi turėti tam tikrų motyvų, skatinančių jį įsitraukti į rizikingą veiklą, už kurią tikimasi atitinkamo atlygio. Kad eksportuotojas sutiktų kredituoti pirkėją, užsienio pirkėjas turi būti patikimas, t.y. eksportuotojas turi įvertinti prekinio kredito riziką. Atliekant prekinio kredito rizikos vertinimą, siekiama identifikuoti veiksnius, nulemiančius prekinio kredito neapmokėjimo galimybę, bei rodiklius, padedančius numatyti šią riziką. Atlikti tyrimai atskleidė, kad vienas iš pagrindinių prekinio kredito rizikos veiksnių yra pirkėjo įmonės nemokumas. Tačiau atlikti tyrimai rodo, kad pirkėjo nemokumo rizikos analizė yra neišsami, jeigu ji atliekama remiantis vien tik finansiniais duomenimis. Todėl vertinant pirkėjo nemokumo rizikos veiksnius, būtinas kompleksinis požiūris į įmonės ir jos aplinkos struktūrą. Eksportuotojui suteikiant prekinį kreditą savo pirkėjui, esančiam kitoje šalyje, eksportuotojui be pirkėjo nemokumo rizikos iškyla ir šalies rizika. Eksportuotojui suteikiant prekinį kreditą, kreditiniai santykiai susieja dviejų skirtingų valstybių verslo subjektus, kuriuos veikia skirtingos šalies rizikos jėgos. Šalies rizika pasireiškia eksportuotojui dėl to, kad jo pirkėjas yra kitoje šalyje; čia šalies rizika suprantama kaip pirkėjo verslą įtakojančių tik jo verslo aplinkoje (jo valstybėje) būdingų jėgų pasireiškimas, kuris gali sutrukdyti eksportuotojui atgauti mokėjimą iš pirkėjo arba taip paveikti pirkėją, kad šis taps nebemokus. Straipsnio tikslas -ištirti prekinio kredito teikimo motyvus bei pateikti eksporto rizikos struktūrą, parodančią eksportuotojo patiriamos prekinio kredito rizikos sąsajas su pirkėjo šalies makroaplinkos veiksniais. Tyrimo metodai – sisteminė ir lyginamoji mokslinių darbų analizė.
... Eksportuotojo ir jo pirkėjo kreditinių santykių sėkmę iš dalies lemia ir dviejų šalių kultūriniai skirtumai. Kultūros skirtumų įtaką ir svarbą priimamiems verslo sprendimams analizuojami ne tik eksportuotojo, bet ir kitų veiklų ar įmonės funkcijų, vykdomų tarptautinėse rinkose, požiūriu (Kersiene Savaneviciene, 2009;Kvedaraviciene, Boguslauskas, 2010;Markovic, 2008). ...
Anotacija Kai šalies vidaus rinka yra nedidelė, įmonės, siekdamos didesnių pardavimo apimčių ir pelno, plečia eksportą. Lietuvos, kaip mažos rinkos šalies, įmonėms eksportas yra vienas iš būdų išgyventi bei plėtoti savo verslą. Ypač ši tendencija išryškėjo ekonominio nuosmukio sąlygomis, kai vidaus vartojimas sumenko. Dabartinis ekonomikos augimas taip pat pagrįstas šalies eksportu. Eksporto įmonėms tampa vis aktualesnis kredito rizikos vertinimas, nes pasaulyje populiariausias atsiskaitymo būdas – prekyba atvira sąskaita. Eksportuotojai, norėdami laimėti konkurencinę kovą ir sudaryti su pirkėju sandėrį, turi siūlyti kuo palankesnes atsiskaitymo sąlygas, t.y. suteikti pirkėjui kreditą. Tuomet eksportuotojui atsiranda prekinio kredito rizika, kurią reikia vertinti ir valdyti, nenorint patirti nuostolių. Tyrimo metu buvo nustatyta, kad prekinio kredito rizikos veiksnius reikia vertinti kompleksiškai, į analizę įtraukiant užsienio pirkėjo vidinius veiksnius (finansinius ir nefinansinius) bei išorinius veiksnius (šalies riziką). Taip pat buvo atliekamas tyrimas panaudojant ekspertinio vertinimo metodą siekiant palyginti Rytų ir Vakarų šalių rinkų rizikingumą eksportuotojo požiūriu. Raktažodžiai: eksportas, prekinio kredito rizika, šalies rizika. JEL klasifikacija: F23, F18, F24. Įvadas Eksportuotojas, suteikdamas prekinį kreditą užsienio pirkėjui, rizikuoja netekti finansinių išteklių. Siekiant išvengti šios rizikos, vertinama suteikto prekinio kredito rizika, t.y. siekiama nustatyti kokie veiksniai nulemia, kad kreditas nebus grąžintas, ir kokie rodikliai padeda šią riziką numatyti. Vienas iš pagrindinių prekinio kredito riziką lemiančių veiksnių -pirkėjo nemokumas, todėl formuojant prekinio kredito rizikos veiksnių vertinimo modelį svarbu išanalizuoti, kas apsprendžia pirkėjo sugebėjimą padengti jam suteiktą prekinį kreditą. Eksportuotojui suteikiant prekinį kreditą, kreditiniai santykiai susieja dviejų skirtingų valstybių verslo subjektus, kuriuos veikia skirtingos šalies rizikos jėgos. Verslo veiksmų suderinimas ir teisingo sprendimo priėmimas įvairiose užsienio rinkose veikiančioms įmonėms neabejotinai svarbus, nes užtikrina veikslo sėkmę; tokių sprendimų svarba nagrinėjama įvairiais aspektais (Alimiene, Kuvykaite, 2008; Buoziute-Rafanaviciene ir kiti, 2009). Šalies rizika pasireiškia eksportuotojui dėl to, kad jo pirkėjas yra kitoje šalyje; čia šalies rizika suprantama kaip pirkėjo verslą įtakojančių tik jo verslo aplinkoje (jo valstybėje) būdingų jėgų pasireiškimas, kuris gali sutrukdyti eksportuotojui atgauti mokėjimą iš pirkėjo arba taip paveikti pirkėją, kad šis taps nebemokus. Eksportuotojo ir jo pirkėjo kreditinių santykių sėkmę iš dalies lemia ir dviejų šalių kultūriniai skirtumai. Kultūros skirtumų įtaką ir svarbą priimamiems verslo sprendimams analizuojami ne tik eksportuotojo, bet ir kitų veiklų ar įmonės funkcijų, vykdomų tarptautinėse rinkose, požiūriu (Kersiene Savaneviciene, 2009; Kvedaraviciene, Boguslauskas, 2010; Markovic, 2008). Pastebėta, kad Lietuvos eksportuotojai, dirbantys su Rytų rinkomis, retai kada kredituoja pirkėjus. Tuo tarpu eksportuojant į Vakarų rinkas, sandoris be prekinio kredito retai kada sudaromas. Todėl kyla klausimas, ar eksportuotojo požiūriu Vakarų šalys iš tiesų yra mažiau rizikingos, ar tai tik ilgainiui susiformavusi verslo dalyvių nuomonė. Straipsnio tikslas – ištirti eksportuotojo teikiamo prekinio kredito rizikos veiksnių visumą ir palyginti Vakarų bei Rytų šalių rizikingumą eksportuotojo požiūriu. Tyrimo metodai – sisteminė lyginamoji mokslinių darbų analizė bei ekspertinis vertinimas.
... 1963;Kotter & Cohen, 2002b). Kvedaraviciene and Boguslauskas (2010) proposed that one of the key concepts in making global initiatives work was to increase the level of communication through relationship building. By forming a strong relationship, one could better understand the culture of the host country or workgroup within the same organization. ...
The world is changing around organizations on a daily basis. Innovations in technology, new ways of doing business, emerging markets, globalization, and more are increasing the need for leaders to deal with change directly. Change within organizations is difficult enough without the added dimension of a global context. Issues such as culture, language and geographical context are just a few of the many obstacles that can be faced by leaders when attempting to affect change globally. This paper will deal directly with the issue of leading change in a global context. Examining the cultural and contextual factors involved in global leadership will allow for a deeper understanding of both the similarities and differences that exist between global and domestic change. In order to examine this topic, literature will be reviewed from both global leadership and change leadership theorists. Finally, this paper will examine the change model proposed by Black and Gregersen (2008) within the context of the Eastern European country of Ukraine.
Information technology (IT) project success depends on having a project manager with effective decision-making, leadership, and project management skills. Project success also depends on completing the project in a given budget, time, and scope. However, there is a limited understanding of the lived experiences of IT managers and the following workplace factors: cultural, functional, and organizational differences. The purpose of this phenomenological study was to understand these lived experiences of 20 IT project managers or leaders at global workplaces based in the United States. The research questions were focused on the effect of these workplace factors on information technology project success. In accordance with nonrandom purposeful sampling strategies, a snowball technique was used to find more participants. An open-ended, e-mail questionnaire was created and sent to participants to collect data. The data were coded to discern themes or patterns. According to study results, team members should acquire a broader array of knowledge and experience; appreciate other cultures to create a more trusted working environment, leverage technical expertise and skills to foster team effectiveness, reduce project risks, gain and diversify skill sets; achieve more tasks in shorter time frame, and allow members to use creativity and talent. This study has implications for positive social change because organizations that understand the workplace factors may be able to improve project management strategies and cost benefits leading to higher efficiency, profitability, and productivity thus benefiting management, employees, and customers.
Information technology (IT) project success depends on having a project manager with effective decision-making, leadership, and project management skills. Project success also depends on completing the project in a given budget, time, and scope. However, there is a limited understanding of the lived experiences of agile managers and the following success factors: engineering, management, organization, and stakeholders. The purpose of this phenomenological study was to understand these lived experiences of 10 agile software development team project managers or leaders at global workplaces based in the United States. The research questions were focused on the effect of these success factors on agile software development project success. In accordance with nonrandom purposeful sampling strategies, a snowball technique was used to find more participants. An open-ended, e-mail questionnaire was created and sent to participants to collect data. The data were coded to discern themes or patterns. According to study results, agile software development team employs automate builds, continuous integration, and design patterns help reduce technical debt; good collaboration and communication skills are core to project success; product owner helps maximize business value delivered by team and priority and engage stakeholders; and sponsors help fund the project and other resources.-This study has implications for positive social change because organizations that understand the critical factors may be able to improve project management strategies and cost benefits leading to higher efficiency, profitability, and productivity thus benefiting management, employees, and customers.
Information technology (IT) project success depends on having a project manager with effective decision-making, leadership, and project management skills. Project success also depends on completing the project in a given budget, time, and scope. However, there is a limited understanding of the lived experiences of agile managers and the following success factors: people, process, technical, and technologies and development tools. The purpose of this phenomenological study was to understand these lived experiences of 10 agile software development team project managers or leaders at global workplaces based in the United States. The research questions were focused on the effect of these success factors on agile software development project success. In accordance with nonrandom purposeful sampling strategies, a snowball technique was used to find more participants. An open-ended, e-mail questionnaire was created and sent to participants to collect data. The data were coded to discern themes or patterns. According to study results, agile software development team needs strong customer involvement; good agile project management processes; product owner helps maximize business value delivered by team and priority and engage stakeholders; good agile engineering techniques or practices; and good technologies and development tools. This study has implications for positive social change because organizations that understand the critical factors may be able to improve project management strategies and cost benefits leading to higher efficiency, profitability, and productivity thus benefiting management, employees, and customers.
Information technology (IT) project success depends on having a project manager with effective
decision making, leadership, and project management skills. Project success also depends on
completing the project in a given budget, time, and scope. Despite these critical qualities of a
successful project manager, little research has explored the cultural, functional, and
organizational differences of IT managers, and the effect of those factors on project success. The
purpose of this phenomenological study was to understand these lived experiences of 20 IT
project managers or leaders at global workplaces based in the United States. The research
questions were focused on the effect of these workplace factors on IT project success. Attribution,
person-organization fit, resource-based, and resource dependency theories provided the
framework for this study. Fifteen participants were found using purposeful sampling; snowball
sampling was used to find 5 more participants. An open-ended, e-mail questionnaire was created
and sent to participants to collect data. Data were coded to discern patterns during analysis using
a modified version of van Kaam’s technique with open and precode approaches. According to
study results, team members should acquire a broader array of knowledge and experience,
appreciate other cultures to create a more trusted working environment, leverage technical
expertise and skills to foster team effectiveness, reduce project risks, gain and diversify skill sets,
achieve more tasks in shorter time frame, and allow members to use creativity and talent. This
study has implications for positive social change because organizations that understand the
workplace factors may be able to improve project management strategies and cost benefits
leading to higher efficiency, profitability, and productivity, thus benefiting management,
employees, and customers.
As ‘informatization’ has increasingly spread to encompass more and more of our everyday business activities, the role of the
Chief Information Officer (CIO) has also undergone radical changes. Whereas in the past the ‘Head of IT’ was often regarded
by their colleagues and superiors as barely more than a strange technology geek, in recent years the CIO has become a key
figure in many organizations. This change is reflected in more than simply the new title following the Anglo-American CxO
convention.
The paper presents the organization as a collaboration of multiple and diverse constituencies and interests, referred to as stakeholders. Stakeholder approach in the organization integrates stakeholder relationships within a company's resource base, industry setting, and sociopolitical arena into a single analytical framework. The key relationships for a business go far beyond the relationships with its customers and include the relationships with its employees, as well as those with suppliers and partners, investors and market analysts, and even government regulators, trade associations and other entities that influence the general business climate in which a given business operates. In all cases stakeholders are inseparable part of management strategy. This concept helps people and organizations to agree upon joint goals, participation, boundaries and benefit, i.e. flexibly to plan the activity. Organizations generate intellectual, environmental, and social capital in addition to financial capital. In successful organizations, the three core elements of strategy, structure, and culture are aligned and respond to external forces and changing expectations. The relationships among core elements are dynamic and adaptive, both in relation to each other and in relation to the overall fit between the organization and its environment. A comprehensive orientation toward stakeholder management penetrates the core of the organization; in the redefined organization, all the three elements and their alignment reflects the underlying humanistic commitment to the organization's stakeholders. A clear demonstration that management possesses and intends to implement a compelling vision of the enterprise - who we are, and what we stand for - provides the essential foundation for effective stakeholder management. Organization-stakeholder relations lead to new ideas about the responsibilities of organizations, the role of managers, and the most appropriate management style. Seeing organizations and their relationship with stakeholders from a systems perspective helps us understand that organizations, as organic systems, undergo self- regulation and renewal through interactions with diverse parts of their environment. The more dynamic view of organization-stakeholder relations acknowledges the interdependence that exists between companies and their stakeholders and asserts that stakeholder relationships can be a source of opportunity and competitive advantage rather than simply threat or drain on organizational resources. However, for most companies, the attention of management has been focused on one stakeholder group at a time. Collaborative approaches are often confined to specific parts of an organization. Rare is the company that adopts a comprehensive and strategic approach to relationship building that is governed both by deep social values and by recognition of the bottom line.
The paper looks into employee empowerment from a comparative HRM perspective. A survey of customer-contact employees at upscale hotels in Denmark and Lithuania was conducted to compare and contrast the implementation of organisational empowerment in the two samples and to study the impact of organisational empowerment on workrelated attitudes (psychological empowerment, job satisfaction, and affective commitment). As hypothesised, significant differences between the Danish and Lithuanian samples were found in the levels of organisational empowerment and job satisfaction. The levels of organisational empowerment and job satisfaction were higher in Denmark, a country with lower power distance and uncertainty avoidance. No significant differences were found in the levels of psychological empowerment and affective commitment between the samples. Research findings showed a statistically significant positive relationship between organisational empowerment and all three measured attitudes in both samples. Besides psychological empowerment was found to have a positive impact on job satisfaction, while the latter had impact on affective commitment.
The quality of the distance learning courses is largely influenced by competently prepared educational resources and an effective study support system. One of the possible ways to improve distance learning infrastructure and increase its effectiveness is to extend the architecture of present e‐learning systems by the components for adaptable and sustainable learning. This research work is devoted to developing the service‐oriented distance learning environment adaptable to the user's needs. The proposed adaptable communication environment of distance learning is constructed by integration of new components of communication scenarios generation, adaptable for student's goals, multilayered domain ontology of learning subject and forming intelligent agents’ framework possible. The paper presents the knowledge‐based component architecture of the distance learning system, which enables a better adaptation of learning resources to students. The paper analyses the possibilities of integrating ontology into the e‐learning system. The issues of decomposing ontology into different levels of understanding are discussed in order to adapt to learner's tasks and goals. A conceptual approach is proposed for extending the existing distance learning system architecture by intelligent and deeper knowledge layers.
Santrauka
Nuotolinių studijų kokybė daugiausia priklauso nuo kompetentingai parengtų mokomųjų priemonių ir veiksmingai veikiančios studijų paramos sistemos. Ieškant priemonių, kaip pagerinti nuotolinių studijų sistemos infrastruktūrą ir padidinti jos darbo efektyvumą, nagrinėjamos galimybės praplėsti tradicinės nuotolinio mokymo sistemos architektūrą komponentėmis, kurios leistų išplėtoti adaptuotą ir darnų mokymosi procesą. Šio tyrimo uždaviniai skirti paslaugoms, skirtoms išvystyti nuotolinio mokymo aplinką. Siekiant sukurti tinkamą kompiuterizuotą bendradarbiavimo aplinką, lanksčiai prisitaikoma prie kintančių vartotojo poreikių studijų procese. Architektūra projektuojama integruojant naujas komponentes bendravimo scenarijams generuoti, daugelio lygių dalykinės srities ontologijai naudoti ir sudarant sąlygas automatizuotam intelektinių agentų bendravimui. Straipsnyje nagrinėjamos galimybės integruoti dalykinės srities ontologiją į tradicinės nuotolinio mokymo sistemos aplinką. Ontologijos detalizavimo pagal studento supratimo lygmenis klausimai nagrinėjami siekiant pateikti koncepcinį tokios nuotolinės adaptuotos sistemos darbo modelį.
First published online: 21 Oct 2010
Reikšminiai žodžiai: nuotolinio mokymo aplinka, adaptuotas elektroninis mokymas, sprendimų
priėmimo sistema, ontologija, intelektualūs agentai, žiniomis grindžiama architektūra.
Many problems in economy may be formulated as global optimization problems. Most numerically promising methods for solution of multivariate unconstrained Lipschitz optimization problems of dimension greater than 2 use rectangular or simplicial branch‐and‐bound techniques with computationally cheap, but rather crude lower bounds. The proposed branch‐and‐bound algorithm with simplicial partitions for global optimization uses a combination of 2 types of Lipschitz bounds. One is an improved Lipschitz bound with the first norm. The other is a combination of simple bounds with different norms. The efficiency of the proposed global optimization algorithm is evaluated experimentally and compared with the results of other well‐known algorithms. The proposed algorithm often outperforms the comparable branch‐and‐bound algorithms.
In recent years, some large multinational companies have begun moving their R&D centers to China. As a result, cross‐cultural management for R&D projects becomes challenging due to the cultural diversity. Based on the technique of relative importance index (RII), this study examines the gaps between the Chinese and Western cultures in R&D projects for multinational firms. The findings show there is a significant difference between Chinese and Western cultures. The top five factors transformed into self‐reflection statements include: 1) You could accept your manager criticizing your mistake in public; 2) You avoid any conflict with your manager; 3) Objective of the project is the target for the whole project group; 4) You do not mind the methods for your performance evaluation; and 5) You pay greater attention to improve “relationship” among colleagues. Overall, these findings reveal managerial implications for R&D managers that the need to recognize and manage cultural difference is an important component in cross‐cultural project management.
First Publish Online: 14 Oct 2010
Outsourcing is getting its speed in today's quickly changing economic environment. Companies compete for customers, revenue, market share with products and services that meet customer's needs and they are more than ever interested in outsourcing. Even though Business Process Outsourcing has almost twenty years' experience, companies are still facing the issue: which functions should be given to third party and which are to be kept in-house. It is important to realize, that some functions and processes should never be outsourced. To achieve maximum benefit from outsourcing, companies must carefully evaluate their processes and sources of information that are fed into them. After this self-examination, companies can distinguish between their core and non-core processes. This evaluation is essential before any outsourcing decision. Processes, which are using companies' core competencies, should not be outsourced, because core competencies create sustainable competitive advantage for a company. This competitive advantage allows operating successfully in common environment and also creates possibility to split into wide variety of related markets. Core Competencies have a major impact on the features of the product or service, which company offers to customers. Core competence is something company can do better than a competitor, i.e. company's features, which are valuable, rare, difficult to imitate and difficult to substitute. It can be in the range from product development to employee dedication. The starting criteria for determining whether capability is a core competency is the question: is it capable of producing sustainable competitive advantage? Understanding Core Competencies allows companies to invest in the strengths that differentiate them and set the strategies that unify the entire organization. It is not right to equate a core competence to a specific product or service. Products and services may frequently change and core competencies are the basement on which products and services are based. Therefore Core Competences are fundamental aspects of a company, like its culture, values, skills, knowledge and abilities, therefore they are not the subject to a sudden change. It is also important to distinguish core competence from strategy as strategy defines how company defends, builds and transforms core competence over the time. Core competences are often mixed with core processes. Some authors operate with those two terms as if they meant the same. However core competence and core process are different things. Core processes are built by using core competences. Even though core competence concept was introduced in 1990 and there were a lot of publicity and discussions dedicated to this subject, amazingly only few individuals understand this concept well and apply it to the business they are in.
Personal customer values are vital to gaining a deeper understanding of customers and their retaining behaviour that leads to long-term relationships and thus continuing profitability. The study assesses the impact of personal customer values on customer loyalty in petrol station retailing industry. An empirical analysis with a nationwide sample in Lithuania was carried out in order to evince how dimensions of both customer loyalty and personal values are related. Using path analytical approach, the findings suggest that different personal customer values influence different dimensions of customer loyalty. Implications of our analytical model for value and customer behaviour theory, practice and directions for future research are discussed.
The research question in this paper involves comparing the differences between the actual regional societal culture (cultural practices) and the desired regional societal culture (cultural values) in Estonia with cultural practices in neighbouring countries Russia and Finland. Practices at the organization level are compared with practices and values at the societal level in Estonia.An analysis of results from the GLOBE research project have indicated that Russia and Finland have both had an impact on Estonian culture and practices. Similarities with Finland stem from the shared genetic background and appear in Estonian values. The Soviet heritage can be seen in Estonian societal and organizational practices, which are closer to Russian than Finnish indicators. Change in practices takes time and starts from within and among organizations, but over time this may also spread to the society.
Breaking the code of silence.
Estudio acerca de los procesos que dan origen a las diferencias de pensamiento y acción social entre las culturas nacionales. El autor sostiene que los seres humanos llevan consigo "programas mentales" que son desarrollados tempranamente en el medio familiar y reforzados en las instituciones educativas y las organizaciones. Para Geert Hofstede, las diferencias culturales tienen su expresión más clara en las escalas de valores de miembros de distintas naciones y se extienden a los comportamientos, instituciones y organizaciones.
Companies often treat outsourcing as de facto solution, without careful evaluation and understanding the true strategic rationals for pursuing it. Outsourcing brings in companies‘ business significant structural changes, which require a cohesive master plan, i.e. a strategic outsourcing plan. If a company starts outsourcing initiative, steps for success are: knowledge, planning, sourcing and execution. The success is primarily dependent on explicit planning and identification of all possible opportunities. Strategic outsourcing plan must be done from the perspective that it will help to grow business instead of focusing only on cost cutting, leaving out from consideration long term business implications.
The article is organized in four parts. First part is introduction.In this part the aim of this work, the researchproblem and objectives are formulated. The aim of thiswork is as follows: to use the methods of simulation, toexamine the outsourcing, to show theoretical and practicalaspects of the selected thesis, which have not onlymethodological, but the applicable value as well. Theobjectives of this work are: 1) to examine and to introducethe impact of the costs of transportation to outsourcingin the international trade, as well as to study thequestion of applicability and practice nationally and internationally;2) to review and to introduce to the calculationof the impact of transportation costs of intermediategoods and the practical use as well;In the second part of this article relationship of outsourcingand international trade in contemporary economyis analyzed and research hypotheses are formulated.In the third part of this article production outsourcingin the autarky is analyzed.In the fourth part of this article outsourcing in the internationalmarket like the results of study are analyzed.The problem solved in this paper is as follows: the existenceof international outsourcing depends on 3 factors:(a) fragmentation and benefits of outsourcing; (b) transportationcosts; (c) distance between the input producerand final product producer. As bigger is the advantage ofcosts and lower are the costs of transportation the outsourcingbecomes more attractive in the case of freetrade equilibrium.After the execution of the analysis of costs of deliveryof input from input producer to the final product producer,it is essential to consider, where the production offinal product is developed. This information becomesvery important making the decisions of investments.
The phenomena of globalization and regional integrationlead to virtually new conditions for the activity ofthe companies where they confront with such difficultiesas the boost of competitiveness or the necessity for theproducts as well as the activity itself to be adapted tolegal and technical requirements of other countries.Alongside with these problems there occur additionaldifficulties related to the fact that the companies operatingin international environment face cultural differencesof other countries. The problems tackled in scientific literaturemay be divided into two large groups: 1) how themulticultural character of business environment affectsdifferent areas of activity, actions and decisions of managementand 2) how the company develops when the interestsof people belonging to two or more culturalgroups are confronted.Presently, the dominating point of view that togetherwith direct foreign investment the management style typicalto that country’s culture also emerges, is not absolutelytrue. The management style is not the thing to beimplemented in the same way as new technology. Dependingon the conditions and circumstances, differentcombinations of instruments and methods of managementas well as organizational culture of the internationalcompany and its individual branches are possible. Theaim of this paper is to analyze these aspects.The analysis provided in the article leads to the conclusionthat in the period of cultural interaction, certain“intercultural” equilibrium in the international companyis formed. It can acquire different proportions, dependingon the willingness of the “coming” culture to impose itsmanagement methods and instruments and the “receiving”culture’s ability to absorb them. Scientific literaturecontains three possible versions: domination of one culture,coexistence of cultures and cooperation of cultures.It is found that “coming” culture is dominating in favorof “receiving” culture when the latter is reputed astotally unacceptable (hinders to reach company’s aims).In practice such cases happened at the time of transformationof planned economy countries, when organizationalcultures, managing methods and instruments of oldtype were absolutely inadequate for market economyconditions.It is also found that coexistence of cultures is possiblein the case when the essential elements of the “coming”and “receiving” cultures do not contradict eachother and can be used to achieve the goals of the company.Seeking of the compromise between partners’ cultureson the basis of cultural coexistence is appropriate. In this case the goals of the company derive from the“coming” culture, while the methods and instrumentstypical to the cultures of both partners are used toachieve them. The cultural coexistence also means certaintype of separation when two groups of people arestriving to achieve the common goal in their own way byminimizing their interrelations.The paper states that in cultural cooperation the aimis the interrelation of cultures despite obvious differences.The prerequisite condition for cultural cooperationis the possibility to mutually influence the standpointsof the participating companies. This is the onlyway that cultural differences can be seen as a resource tobe used for the benefit of the development of the organizationrather than a barrier to be eliminated.
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