SYNOPSIS

ON

“IMPACT OF CROSS CULTURAL ASPECTS ON EMPLOYEE

PERFORMANCE IN AN ORGANISATION”

SUBMITTED TO THE SAVITRIBAI PHULE PUNE UNIVERSITY

IN THE PARTIAL FULFILLMENT OF THE REQUIREMENTS

OF

MASTER OF BUSINESS ADMINISTRATION

(INFORMATION TECHNOLOGY)

SUBMITTED BY

SHARAYU SHRIRANG SHELAKE

Roll No: 304

UNDER THE GUIDANCE OF

PROF. SHRADDHA SHINDE

Dr. D. Y. Patil Unitech Society's

Dr. D. Y. Patil Institute of Management & Research
BATCH (2018-2020)
1. Literature Review:-
2. (Sosik, John and Jung Dong, 2002. "Work-group characteristics and performance in
collectivistic and individualistic cultures". The Journal of Social Psychology. Washington,
pp 5-23.) Cross-cultural communication between the Company’s branches is challenging.
Arising of several issues because of cross-cultural communication between the two
branches, which inturn hinders the performance of the organization as well as employees.

3. (Pan Fan, K., Zhang, Zigang (2004), Cross-cultural challenges when doing business in
China, Singapore Management Review, 01295977, 2004 1st Half, Vol. 26, Issue 1.
Extracted February 28, 2004 from Business Source Premier at http://www.apollolibrary
.com/databases.asp ) often issues related to Language barrier and culture shock are
encountered. These problems lead to other serious complications in the organization.

4. (Ting-Toomey S, 1985. Toward a theory of conflict and culture. In WB Gudykunst, LP

Stewart, S Ting-Toomey (eds). Communication, Culture and Organizational Processes, pp
71-86. Beverly Hills, CA: Sage. ) No team work neither development nor organizational
interaction, thus, affecting the tendency for the members of the organization to bond and
coexist peacefully.

5. ( Bhagat, Rabi S., Kedia, Ben L., Harveston, Paula D., Triandis, Harry C. (Apr2002),
Cultural Variations in the crossborder Transfer of Organizational Knowledge, Academy of
Management Review; Apr2002, Vol. 27 Issue 2.) Major issue is diversification. It has been
found that many organisations diversify their operations globally but fail to manage it.

6. (Weaver, K Mark, 2000. "Attitudes toward Cooperative Strategies: A Cross-Cultural

Analysis of Entrepreneurs", Journal of International Business Studies, 31, Fourth Quarter
2000: pp 591-609. ) Cross-border transfer of organizational knowledge is most effective in
terms of both velocity and viscosity when the type of knowledge (i.e., human, social, or
structured) being transferred is simple, explicit, and independent and when such transfers
involve similar cultural contexts. In contrast, transfer is least effective when the type of
knowledge being transferred is complex, tacit, and systemic and involves dissimilar
cultural contexts.
Objective(s):
 Identifying the issues and problems faced by employees because of cultural
differences.
 Impact of Cross culture on productivity & output of the organization.
 To find out the ways to cope up with these problems.
 Impact on Globalization.
Scope of the study
Diverse cultural perspectives can inspire creativity and drive innovation

Diverse teams are more productive and perform better

Need for the study

Professional communication can be misinterpreted or difficult to understand across
languages and cultures

Conflicting working styles across teams

Colleagues from some cultures may be less likely to let their voices be heard

7. Methodology
8. Sampling
9. Data collection
10.Plan of Analysis
11.Chapter Scheme