International Journal For Multidisciplinary Research

E-ISSN: 2582-2160   •   Impact Factor: 9.24

A Widely Indexed Open Access Peer Reviewed Multidisciplinary Bi-monthly Scholarly International Journal

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The Role of Cross-Cultural Competence in Global Business Strategies: A Comparative Analysis of Emerging and Developed Markets

Author(s) Arun Chandra Mudhol
Country India
Abstract In an increasingly globalized business environment, cross-cultural competence has become a crucial element in shaping effective global business strategies. This study investigates the role of cross-cultural competence in global business strategies by performing a comparative analysis between emerging and developed markets. Utilizing simulated data and secondary data sourced from industry reports, academic journals, and publicly available datasets, this research examines how businesses leverage cross-cultural competence to navigate diverse market environments. The analysis reveals significant differences in strategy formulation and implementation between emerging and developed markets, highlighting the unique challenges and opportunities faced by businesses in each context. The findings underscore the importance of tailored cross-cultural strategies and provide actionable insights for global business practitioners. This study contributes to the literature by demonstrating the efficacy of simulated and secondary data in comparative business research and offers practical recommendations for enhancing cross-cultural competence in global business operations.
Keywords Cross-Cultural Competence, Global Business Strategies. Emerging Markets, Developed Markets, Simulated Data, Secondary Data, Comparative Analysis, International Business
Field Business Administration
Published In Volume 6, Issue 5, September-October 2024
Published On 2024-09-05
Cite This The Role of Cross-Cultural Competence in Global Business Strategies: A Comparative Analysis of Emerging and Developed Markets - Arun Chandra Mudhol - IJFMR Volume 6, Issue 5, September-October 2024. DOI 10.36948/ijfmr.2024.v06i05.27153
DOI https://doi.org/10.36948/ijfmr.2024.v06i05.27153
Short DOI https://doi.org/gwfgqq
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