Effects of International Culture on Multinational Enterprises Order Instructions: For this paper, I will send the interview template guide via email and it is important that the writer follow all aspect indicated in that guide to complete this assignment while reading carefully the instructions included on the order form.

Small-Scale Qualitative Research Project—The Interview Guide

Qualitative research questions are open-ended, and typically restate the purpose of a study in specific terms. These questions should start with “what” or “how” instead of “why”. While you are developing your Central qualitative research question, you might begin by considering what type of questions to ask. Keep in mind that your research question for this assignment should be one that can be answered, at least in part, by this interview. Questions that provoke a yes/no response are not permitted in a doctoral study interview guide.
For this Assignment:

• Review this week’s media resource regrading conducting interviews

Write your initial interview guide, Refer to the course readings to assist you to develop an appropriate interview guide.

Resources:

Link to Problem Statement Tutorial: http://youtu.be/IYWzCYyrgpo

Link to Purpose Statement Tutorial: http://youtu.be/pLP4r0mfT9A

Effects of International Culture on Multinational Enterprises Sample Answer

PRIMARY RESEARCH PHENOMENON UNDER STUDY:

International culture and how it affects the effectiveness of Multinational Enterprises (MNEs)

PRIMARY RESEARCH GOALS

Scholars such as Baliga and Jaeger (2004) have identified that one of the biggest issues that MNEs face is cultural barriers in foreign markets. The purpose of this study is to learn three major issues that are related to human resource management international business. These include;

=>How culture in foreign markets affects the way firms manage their international human resource

=>strategies used by Multinational Corporations to manage the problem

=>challenges faced by expatriates when they work in foreign countries

INITIAL PROBE QUESTIONS:

Multinational corporations face massive challenges when operating in foreign markets (Dunning & Lundan, 2008). Among these challenges is the issue of managing intentional human resources. Specifically, expats for these firms are faced with numerous challenges that can limit their productivity (Negandhi, 2013). In this interview, I talk to Jared B. Craig, who is a management consultant for Oxford Business Group (OBG). OBG is an intentional consultancy firm that sends expats to over 89 countries around the world. Craig will shed some light as to the challenges that multinationals such as OBI face, and how they deal with them.

TARGETED CONCEPT QUESTIONS

As Ayub (2014) says, some of the problems that business managers feel the urge to solve are perceived problems, would you say that the cultural barrier problems for MNEs are perceived or real and why or why not?

What are the biggest challenges that MNCs face in the foreign markets relating to human resource management?

How serious are these challenges to business strategic alignment and in particular how do they affect the success of a business?

How do businesses deal with these challenges?

How do different firms differ with regard to how they deal with these challenges?

Who are affected by these challenges the most, that is, are foreign expats more likely to be affected by this more than the local employees for these MNCs, and if so how and why?

Do you think all types of firms are affected by these the same way? If not why and what are the factors that that may make one firm or one industry to be affected by the cultural barriers more than the others.

Would you say that the cultural barriers in foreign markets affect the market strategy more than they do the HR strategy, how?

What are the strategies that have been developed through empirical research on how these issues can be dealt with, and is there room for improvement?

TARGETED FOLLOW UP QUESTIONS

If different firms in different sectors face more formidable challenges from the cultural barriers in foreign markets than others, why is this and how could this be solved?

If the cultural barriers are more of a problem to market strategy than in HR strategy for MNEs, why is this and is it the same for all sector of the economy?

If the strategies there are gaps in the currently theoretical framework for dealing with these problems, what are these gaps and how can they be closed?

If the cultural barrier is a perceived problems as opposed to a real problem, why is this and how can firm deal with this?

Wrap up question:

What do you think is the future of international HR management?

How will this affect the way international business is going to be managed in the next 20-50 years?

Do you think MNEs will stop using expats from their home countries in the foreign markets and start using local expats? Why or why not?

Effects of International Culture on Multinational Enterprises References

Ayub, K. (2014). Diverse Contemporary Issues Facing Business Management Education. New York, NY: IGI Global.

Baliga, B., & Jaeger, A. (2004). Multinational Corporations: Control Systems and Delegation Issues. Journal of International Business Studies , pp. 25-40.

Dunning, J., & Lundan, M. (2008). Multinational Enterprises and the Global Economy. London, UK: Edward Elgar Publishing.

Negandhi, A. (2013). Functioning of the Multinational Corporation: A Global Comparative Study: Pergamon policy studies on business. New York, NY: Elsevier.

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