Collaborative Decision Making as a Tool for Improving Decision-Making Processes in the Multicultural Environment of a Multinational Joint Venture

Nwaigwe, Malgorzata (2022) Collaborative Decision Making as a Tool for Improving Decision-Making Processes in the Multicultural Environment of a Multinational Joint Venture. Doctor of Business Administration thesis, University of Liverpool.

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Abstract

Abstract Collaborative Decision Making as a Tool for Improving Decision-Making Processes in the Multicultural Environment of a Multinational Joint Venture The importance of collaborative and collective behaviours, operations, and processes in human social interactions is clear and unquestionable. It has been evident at every stage of human development and lies at the roots of the very progress of mankind. Today, with distant cultures mingling and interacting with each other more than ever, the significance and impact of collaborative and cooperative behaviours and practices on successful business operations of international joint ventures (IJVs) is unquestionable. An important factor in the ever-changing landscape of business, is the exclusion of African organisations from most academic considerations (Zoogah et al., 2014) and that gap I strived to fill. I posit that changes in decision-making patterns, from a strict chain of command to more collaborative practices are necessary for successful navigation of national culture induced differences between stakeholders. This study shows that Nigerian and European employees—as nationally diverse decision-makers inhabiting very diverse perspectives— were unaware of the ambiguity experienced by other parties, despite being very willing to collaborate towards the company’s common goals and visions, at least at the beginning of the project. The inability to understand and adapt to each other’s perspectives gradually caused the development of mutual distrust or disrespect, as well as the misunderstanding of individual approaches, intentions, and attitudes. In addition, foreign partners often did not understand the fundamental mechanics of local institutions, which have a considerable impact on the performance of the IJV. The study was conducted over a period of approximately three years, using a mixed research methodology underpinned by strong pragmatism. I found that collaborative decision-making is indeed possible in a multinational IJV, despite the challenges faced in its achievement. Indeed, once established, such decision-making practices become an excellent tool for improving the quality of decisions. I also note that collaborative practices help multicultural organisations, particularly by harnessing differences between diverse national cultures, to create a unified corporate vision. A distinct organisational culture resulting from the merging of the diverse cultures of collaborating stakeholders can therefore emerge by building on differences rather than allowing them to be divisive. As the final conclusions of this research, I can posit that if IJVs with culturally diverse stakeholders follow the proposed approach, they can become more democratic, inclusive, and adaptive, attaining a competitive advantage through such emergent flexibility, resilience and collaboratively making good-quality decisions.

Item Type:	Thesis (Doctor of Business Administration)
Divisions:	Faculty of Humanities and Social Sciences > School of Management
Depositing User:	Symplectic Admin
Date Deposited:	16 Dec 2022 14:46
Last Modified:	16 Jan 2024 17:21
DOI:	10.17638/03165661
Supervisors:	Stewart, James
URI:	https://livrepository.liverpool.ac.uk/id/eprint/3165661