Shifts and Trends in the Field of Comparative Management

Abstract

The purpose of my study on comparative management is to analyse and understand the differences and similarities in management practices, strategies, organizational culture and other aspects related to management in different countries, regions or cultures. This type of study aims to provide a broader perspective on how organizations operate in a global context, identify patterns and trends in management, and provide knowledge that can assist in decision-making in a diverse environment. An important novelty is the adaptation of comparative management to the increasingly common virtual work environment nowadays. How to coordinate and manage teams located in different geographical locations, considering cultural aspects and differences in working styles, becomes a crucial aspect. Major events, such as pandemic, have had a significant impact on the global organization’s activity. How strategies, personnel policy and operations are adapted to such changes becomes an important research topic in this field. How leadership styles are perceived and applied in different cultures can vary significantly. This can influence how decisions are made, communicated and teams motivated in different regions. Overall, the evolution of leadership styles may reflect changes in society, the business environment and management theories. Today, leadership styles are constantly evolving, with an emphasis on adaptability, diversity and team development. The research conducted in Sibiu's companies emphasized the importance of agile and adaptable leadership styles, especially for small businesses. The capacity to swiftly adjust to changes and demonstrate flexibility can significantly impact the outcome, distinguishing between accomplishments and shortcomings. The main benefit of the study is to provide a broader perspective on how organizations adapt to cultural, economic and social diversity in the global environment and to provide valuable knowledge for improving the organizational performance. DOI: https://doi.org/10.53486/cike2023.08; UDC: 005.341+005.71-021.131(498); JEL: M41, M21, O12