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Introduction
One of the recurrent themes in modern organisations is how to improve cross-functional integration practices as enterprises are increasingly exposed to internationalising influences. Such influences which arise out of exposition to customers, suppliers or alliances outside a domestic economy of origin, regulated by relatively homogeneous institutions, culminating to the formation of multinational corporations require a careful rethink of organisational strategies with respect to cross-border working (CBW). This discussion is concerned with how far People, Processes and Technology work together in a "blend", and explores the extent to which CBW requires distinctive and different skills to the generic ones which may influence specific cultural factors that must be understood and planned for if the manager is to be effective in cross-border situations. The paper discusses the three as basic ingredients for successful CBW and concludes with a notion that knowledge management (KM) spanning across multicultural setups can be a formula - the recipe for a much more success in CBW.
Processes
Box 1 Types of Work Processes
Administrative e. ... , New product development, manufacturing, Logistics, Distribution
Work processes involve a sequence of linked interdependent activities focused on accomplishing tasks with the idea that organisations work through linked chains of activities cutting across departments, and functional groups.
Approximate Word count = 935
Approximate Pages = 3.7
(250 words per page double spaced)
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