ABSTRACT

In our current vernacular, the term ‘cross-cultural’ is used with great frequency. Often, it is assumed that a cross-cultural business will be more effective in a global world. In those instances, the term is used to define a desired business end. While much time is spent discussing how to be cross-cultural and why that is good for the business, little time is spent discussing what type of cross-cultural organizations will bring the expected efficiencies or what implications cross-culturalism has for the people in a corporation. As a result, an essential element is commonly missing from the foundational discussion that is necessary to create and implement a truly successful, truly sustained, cross-cultural environment.