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Introduction

In: Exploring Cross-Cultural Competence in East Asia

Author

Listed:
  • Weiwei Ji

    (Jinan University)

Abstract

In today’s world economy, the cross-border activities of multinational corporations (MNCs) are increasing. Thus, the role of managers based in subsidiaries is gaining in significance (Rugman & Verberke, 2001; Au & Fukuda, 2002). At the organizational level, managerial competence development is crucial for the long-term survival of any business (Porter, 1985; Prahalad & Hamel, 1990). From an individual level, cross-border managers are major actors who drive the competence development of subsidiaries. Cross-cultural competence can create individual ability and behavior supporting the goal of managerial success. Furthermore, it can be measured based on the organization’s strategic success.

Suggested Citation

  • Weiwei Ji, 2013. "Introduction," Palgrave Macmillan Books, in: Exploring Cross-Cultural Competence in East Asia, chapter 1, pages 1-21, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-36310-7_1
    DOI: 10.1057/9781137363107_1
    as

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