Cross‐cultural challenges for a global maritime enterprise

Abstract

PurposeThe purpose of this paper is to present a hypothetical case study which provides an opportunity for students to conduct realistic business analysis applying subject material related to cross‐cultural issues presented in the international business, international management and management courses.Design/methodology/approachThe hypothetical case study requires students to review and analyze cross‐cultural issues related to the appointment of the senior executive for a foreign office of a global business enterprise. A hypothetical Chinese maritime enterprise and its publicly‐traded subsidiary are profiled. Cross‐cultural considerations come into play as the senior executive for two foreign offices must be appointed.FindingsThe case reflects refinements based upon its use during the past few years. Students are provided a realistic experiential exercise. Student feedback indicates a heightened sensitivity to cross‐cultural considerations that transcends their assigned textbook readings and traditional testing.Research limitations/implicationsAs with any classroom exercise, differences do exist with “real‐world” business practice. Students do not fully appreciate the pressures and tensions experienced by business professionals with respect to recruiting, selecting, appointing and developing a senior executive for a foreign office assignment.Practical implicationsThe case study provides an experiential exercise for students to apply theories and concepts learned from the textbook and the instructor's lectures.Originality/valueThe case study offers a complex view of myriad cross‐cultural considerations inherent in an international business firm, providing value to instructors and students as it reinforces discipline theories and concepts in a meaningful way, creating an active learning environment fostering academic excellence.