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).
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