Title of the article:



Ekaterina V. Kashtanova

Maria V. Iontseva

Vladimir N. Voronin

Daria A. Nosova

Information about the author/authors

Ekaterina V. Kashtanova — PhD in Economic, Docent, Senior Lecturer in Human Resources Department, State University of Management, Ryazansky Ave., 99, 109542 Moscow, Russia.
ORCID ID: https://orcid.org/0000-0002-5949-9198
E-mail: kashtanovae@mail.ru

Maria V. Iontseva — DSc in Psychology, Docent, Professor of the Sociology, Psychology of management and History departments, State University of Management, Ryazansky Ave., 99, 109542 Moscow, Russia.
ORCID ID: https://orcid.org/0000-0001-5229-5435
E-mail: miontseva1@gmail.com 

Vladimir N. Voronin — DSc in Psychology, Professor, Rector, Academy for Standardization Metrology and Certification (Training), Volgogradsky Ave., 90, 1 bldg., 109443 Moscow, Russia.
ORCID ID: https://orcid.org/0000-0001-6513-0779
E-mail: vworonin1@gmail.com

Daria A. Nosova — Lecturer of the Department of Sociology and Advertising Communications, A. N. Kosygin Russian State University (Technologies. Design. Art), Sadovnicheskaya St., 33, p. 1, 115035 Moscow, Russia.
ORCID ID: https://orcid.org/0000-0003-2993-2912
Email: nosova-da@rguk.ru


Theory and history of culture




Vol. 64


pp. 121–133


February 09, 2022

Approved after reviewing

March 23, 2022

Date of publication

June 28, 2022



Index UDK


Index BBK



The globalization of business, promotion of economic interests in the markets of other countries, the processes of unification and creation of a common economic space require knowledge of national customs and national culture. Culture is, above all, predictability. Acquiring ability to understand and use the peculiarities of national cultures, interpersonal communications and business ethics in global business is an important task of cross-cultural management. The success of international companies in providing high-quality products and services depends, on the one hand, on growing dynamics of the economic environment and, on the other hand, on adoption of international quality standards and procedures. As the market becomes more global, the products and services offered by international companies around the world face the challenges of a multicultural environment. These issues manifest themselves not only at the level of customer relations, but also deep inside companies, at the level of employees. The paper characterizes cross-cultural management and identifies the barriers that arise in the way of its successful implementation. In the course of further work, the authors consider main directions of modern solutions in the field of cross-cultural personnel management. Intercultural management is, first of all, the creation and application of technologies for managing cultural diversity in the context of globalization, successfully operating in different cultures in order to prevent intercultural conflicts. The proposed solutions include development of intercultural competencies, training of global managers in key aspects of intercultural interaction, the introduction and active use of advanced digital technologies, as well as the construction of a knowledge management system with deployment of publicly available databases and the expansion of their analytical capabilities at the national, regional and international levels. The authors note that cultural knowledge management is crucial for success in developing and maintaining long-term business relationships in a multicultural environment. Knowledge management provides necessary technological support for cross-cultural management in terms of improving knowledge sharing in multinational companies and the effective use of knowledge in international joint ventures.


cross-culture, knowledge management, intercultural interaction, multicultural environment, community of practitioners, intercultural communication, cross-cultural management, business ethics.


1 Astaf'eva O. N., Nikonorova E. V., Shlykova O. V. Kul'tura v tsifrovoi tsivilizatsii: novyi etap osmysleniia strategii budushchego dlia ustoichivogo razvitiia [Culture in digital civilization: a new stage of understanding the strategy of the future for sustainable development]. Observatoriia kul'tury, 2018, vol. 15, no 5, pp. 516–531. (In Russian)

2 Dorokhova E. Iu., Ruzhina L. V. Tsifrovizatsiia i formirovanie tsifrovoi kul'tury: sotsial'nye i obrazovatel'nye aspekty [Digitalization and formation of digital culture: social and educational aspects]. Vestnik ChGP, 2017, no 8, pp. 19–24. (In Russian)

3 Mezhdunarodnye tendentsii v sfere upravleniia personalom — 2020 [International trends in the field of personnel management — 2020]. In: Deloitte.com. Available at: https://www.deloitte.com/kz/ru/pages/human-capital/articles/human-capital-trends_msm_moved.html/ (accessed 12 February 2022). (In Russian)

4 Chto proiskhodit na rynke korporativnogo obrazovaniia v Rossii [What is happening in a corporate education market in Russia]. In: Teorii i praktiki [Theories and practices]. Available at: https://theoryandpractice.ru/posts/17752-issledovanie-chto-proiskhodit-na-rynke-korporativnogo-obrazovaniya-v-rossii (accessed 11 February 2022). (In Russian)

5 Raskrytie chelovecheskogo potentsiala. Proaktivnaia praktika dlia individual'noi elastichnosti [Human fulfilment. Proactive practice for individual elasticity]. In: Deloitte.com. Available at: https://www2.deloitte.com/us/en/insights/ topics/talent/unlocking-human-potential-individual-elasticity.html (accessed 20 February 2022). (In Russian)

6 Fink G., Neier A., Kelling M. Ponimanie mezhkul'turnogo upravlencheskogo vzaimodeistviia [Understanding intercultural managerial interaction]. Mezhdunarodnye issledovaniia v oblasti menedzhmenta i organizatsii, 2006, no 36 (4), pp. 38–60. (In English)

7 Euwema M. C., Wendt H., Emmerik H. Leadership styles and group organizational citizenship behavior across cultures. Journal of Organizational Behavior, 2007, 28 (8), pp. 1035–1057. (In English)

8 Gunkel D. J., Byson J. J., Torrance S. Behind the Mask: Machine Morality. The Machine Question: AI, Ethics and Moral Responsibility, ed. by K. Miller, M. J. Wolf, F. Grodzinsky. Birmingham, AISB/IACAP World Congress, 2012, pp. 34–38. (In English)

9 Leonov V. A., Kashtanova E. V., Lobacheva A. S. Ethical aspects of the use of artificial intelligence in the social sphere and management environment. European Proceedings of Social and Behavioural Sciences, 2021, no 118, pp. 989–998. DOI: 10.15405/epsbs.2021.04.02.118 (In English)

10 Nguyen N. T. B., Umemoto K., Medeni T. D. Towards a Theoretical Model of Cross-Cultural Knowledge Management. The International Journal of Knowledge, Culture and Change Management, 2017, vol. 7, no 9, pp. 33–40. (In English)

11 Suen H. Y., Hung K. E., Lin C. L. Intelligent video interview agent used to predict communication skill and perceived personality traits. Human-Centric Computing and Information Sciences, 2020, no 10, p. 3. DOI: 10.1186/s13673-020-0208-3 (In English)

12 The Future of Jobs Report 2020. In: Weforum.org. Available at: https://www.weforum.org/reports/the-future-of-jobs-report-2020 (accessed 15 February 2022). (In English)

13 Walsham J. G. Knowledge Management Systems: Representation and Communication in Context, Systems, Signs & Actions. An International Journal on Communication, Information Technology and Work, 2005, vol. 1, no 1, pp. 6–18. (In English)

14 Win with empathy — 2021 Global Talent Trends Study. In: Mercer.com. Available at: https://www.mercer.com/our-thinking/career/global-talent-hr-trends.html (accessed 21 February 2022). (In English)