Essays on The Key Cross-Cultural Issues Faced by the Airbus Consortium Case Study

Download full paperFile format: .doc, available for editing

The paper "The Key Cross-Cultural Issues Faced by the Airbus Consortium" is a good example of a business case study.   In the current speedy moving transport business world, major companies are trying their best to meet the cross border cultural issues. Different countries and societies withhold different cultural basis that foreign companies have to put into close consideration. This is to aid them, meet customer and government satisfaction that paves way for a better business environment. Cross border cultural issues act as the core determinant for the business success of the companies who undertake their business operations on a global scale.

Cross-cultural management thus builds up itself into being a significant mission for enhancing development and business success. Among the companies that have to go by the management of their cross-cultural issues is the Airbus consortium. Being one of the major globally operating aircraft company, the key issue for the company’ s well-strategized business operations is the perfect management of cross-cultural issues (“ The airbus way” , 2006). Generally, cross-cultural issues entail being aware of the open and hidden cultural needs for a business environment. This business environment engrosses the partners in the business field, national needs, employee cultures, or even societal business cultures. Airbus Consortium forms its basis from an organized interconnectedness of small companies coming together to build a single large company.

The different companies that build up Airbus are from giant European countries. As an airplane company with a focus of gaining a globally noticeable airplane share, the company faces a great need to comply with the cross-cultural issues within its members and the world at large (Singh 2012, p. 379). This research paper thus aims to analyze cross-cultural issues via an account of the Airbus corporations.

It goes ahead to relate and compare the Airbus’ cross-cultural issues with that of the Globe. Finally, a conclusion is drawn to aid recap the key issues addressed in the paper. Review of the study Airbus Consortium, formed in 1970, focuses on the manufacturing of airplanes for sale to airline companies, governments, and military bases all over the world. The Consortium is made up of small companies from giant European countries namely: France, Spain, the United Kingdom, and Germany. The company enjoys a stable market share in the aircraft business.

To ensure that it maintains its reputation in the current speedy and technologically driven business world, Airbus management keenly focuses on the cross-cultural issues. These issues are essential to ascertain customer, employee, and cross border partnering business satisfaction while maintaining normal business operations (Weidner et al. 2006). The company has a large number of employees working in a wide scale of globally placed branches. Employees working for the company, come from different cultural backgrounds. The partnering small companies that form the Airbus Corporation again have some key hidden cultural differences that are significant for the company’ s business operations.

Thus, with its global operations, Airbus corporations merge their business activities to cater, combine, and withstand the cultural needs from the perspective of all the above. Thorough management of the cross-cultural issues behind Airbus is significant in ensuring that the company enjoys a competitive advantage in the market (Gutterman, 2010). A closely matching cultural oriented study that coincides with the Airbus Corporations’ business environment is the Globe Project. The Globe Project, launched in 1990, focuses on cross-cultural leadership issues around the world.

It analyzes the interactions impacts of leadership, national and organizational cultural practices. The researchers of the project critically analyze the importance of cross-cultural issues on the success of management and an organization’ s business operations. Thus, in the next sections, the paper addresses the comparison and relationship between the project and the Airbus Consortium. It is thus high time that the company reconsiders the management issues that result in a poor economy of its business activities particularly in the foreign-based branches of the Airbus Consortium (Browaeys and Price, 2011).

References

Browaeys, J and Price, R. 2011. Understanding cross-cultural management. 2nd ed. Harlow: Pearson.

Earley, C. 2000. Innovations in international and cross-cultural management. Thousand Oaks [u.a.], Sage Publications

Gutterman, A, 2010. Globe Project, pp.1-9. Retrieved from http://alangutterman.typepad.com/files/cms---globe-project.pdf

Hayward, K 2007. Transformation of Airbus Industrie: From consortium to company, Retrieved from http://aei.pitt.edu/2611/1/002816_1.PDF

Hope, M, 2009. Culture and effectiveness, The globe study, Retrieved from http://www.inspireimagineinnovate.com/PDF/GLOBEsummary-by-Michael-H-Hoppe.pdf

Hofstede, G and Minkov, M 2010. Cultures and Organizations: Software of the Mind. 3rd Edition.New York: McGraw-Hill.

Jackson, T. 2011. International Management Ethics: a critical, cross-cultural perspective. Cambridge, Cambridge University Press.

Javidan, K, Stahl, Brodbeck, F and Wilderom, M. 2005. Cross-border transfer of knowledge: Cultural lessons from Project GLOBE. Academy of Management Executive, Vol. 19, No. 2

http://kimboal.ba.ttu.edu/MGT%205384%20Spr%202012/globe%20project.pdf

Mead, R and Andrews, G. 2009. International management. Culture and beyond. 4th ed. Chichester: John Wiley and Sons Ltd.

Minkov, M. and V. Blagoev. 2012. What do Globe’s cultural dimensions reflect? An empirical perspective. Asia Pacific Business Review Vol 18, Issue 1Jan pp 27-43

http://public.eblib.com/EBLPublic/PublicView.do?ptiID=876635

Singh, K. 2012. Eastern and cross-cultural management. New Delhi, Springer.

Thomas, C. 2008. Cross-cultural management: essential concepts. Los Angeles, Sage Publications.

Tjosvold, D. 2003. Cross-cultural management: foundations and future. Aldershot [u.a.], Ashgate

Velo, V. 2012. Cross-cultural management. New York, Business Expert Press.

Vives, X 2007. Airbus and the damage done by economic patriotism, Retrieved from http://www.ft.com/intl/cms/s/0/6d7ba0f0-c808-11db-b0dc-000b5df10621.html#axzz2APtrtet0

Weidner, M, Brew, L and Zander, R, 2006. Airbus, pp. 1-32. Retrieved from http://www2.dsu.nodak.edu/users/rbutz/International%20Business/PDF/Airbus%20Final.pdf

“The airbus way”, 2006. Global approach: Environmental, Social and economic report, Retrieved from http://www.airbus.com/fileadmin/media_gallery/files/brochures_publications/Airbus_-_EnvironmentSocialEconomic_-_report2006.pdf

Download full paperFile format: .doc, available for editing
Contact Us