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Cross-Cultural Management in the Middle East

Cross-Cultural Management in the Middle East

Published on: December 2015​ Author: Non-Resident Authors: Genre: Culture​ Category: Public Leadership​
Companies that expand their operations to different regions across the globe face a major challenge. To be successful in those regions, they must adapt their business techniques to the cultural practices of those regions, a practice known as cross-cultural management. One such case was that of Impression et Enregistrement des Résultats (IER), which had to adopt the practice of cross-cultural management when expanding its business into the Middle East and North Africa region (MENA).

Case Presentation
IER was founded in France in 1962 and is fully owned by the Bolloré Group. IER supplies printing terminals and IT solutions to various industrial and service sectors, including the air and public transportation industries, logistic platforms, and postal industry. It currently employees about 850 people and has branch offices in China, Germany, Singapore, Spain, the United Kingdom, the United Arab Emirates and the United States. Given that 1,482 airports and 121 airlines operate in the MENA alone, expanding into the MENA airline industry provided IER a major opportunity for growth. IER, therefore, established its Middle East office in Dubai, United Arab Emirates in 2002. Because the MENA is a culturally rich and diverse region, it was essential for IER to adapt to the cultural norms of doing business. In particular, IER had to learn about two important factors in order to be successful in the MENA: first, the cultural elements in the process of doing business; and second, and the culturally appropriate means of building human relationships with business partners (Moonesar &
Thibaud, 2015).
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