International Journal of Economic and Business Management
 

 Vol. 6(3), pp. 32-42, October, 2018.

ISSN: 2384-6151

DOI: 10.14662/IJEBM2018.045

Full Length Research

CULTURAL IMPERATIVE IN GLOBAL BUSINESS MANAGEMENT: A Study of Selected Multinational Companies in Nigeria

¹Dim Ethelemary .O. (Ph.D) and ²Emehelu Christopher Ikechukwu

¹Senior Lecturer, Department of Business Administration, Coou Igbariam Campus

E-mail: ethel4God@gmail.com (Corresponding author)

²Ph.D Student, Business Administration, Coou Igbariam Campus. E-mail: emeheluik@gmail.com

Accepted 8 October 2018

This work examined cultural imperative in global business management using multinational companies in Nigeria. Relevant conceptual, theoretical and empirical literatures were reviewed. The study adopted survey research method. The population of the study comprise of all the employees of five selected multinational companies in Nigeria. A sample size of three hundred and fifty respondents was purposively selected for the study. The data generated were analyzed using descriptive correlation analysis and multiple regression analysis. Based on the analyzed data obtained from the employees of the multi-national companies, the study found that power distance, degree of individuality and degree of masculinity are imperative in global business management in Nigeria. The study also found that the level of uncertainty avoidance does not affect global business management in Nigeria. The study recommends that since three dimensions of Hofstede model of power distance, individualism and masculinity were found to be imperative in managing global business in Nigeria, multinational companies operating in Nigeria should take note of this in managing their business as any negligence might cost them their expected business outcomes.

Key Words: Culture, Business, Multinational Companies

Cite This Article As: Dim, E.O., Emehelu, C.I. (2018). Cultural Imperative in Global Business Management: A Study of Selected Multinational Companies in Nigeria. Inter. J. Econ. Bus. Manage. 6(3): 32-42.