Today's global economy demands that international automobile companies have an awareness and sensitivity to cultural differences. Companies use advertising to promote their goods or services, but how many of them manipulate their international marketing to reflect the needs and concerns of specific cultures? Many people share concerns when it comes to purchasing a car, including the cost and environmental impact of specific models. Cultural values, however, vary distinctly around the globe and have an effect on a person's consideration of a purchase. As one of the world's leading automakers, BMW must address both cultural values and global concerns in order to sell the luxury vehicles they are known for. By analyzing BMWs print, television, and Internet advertisements, I have determined how the company presents their products as potentially fulfilling the customer's needs and addressing German and American cultural values. I evaluated the prominence of common rhetorical features, strategies, and appeals by developing a rubric that can be applied equally across media. This project combines technical communication and German to ultimately conclude in practical applications. My research and conclusion demonstrate that an international company's willingness to include precise design choices reflects cultural values in specific contexts and that these choices can address international problems.

Germany and Sweden are important business partners. In business it is important to be aware of different organizational cultures. Sweden and Germany are in many aspects alike, but at the same time there are cultural differences. In this study, research was conducted to compare part of the Swedish-German organizational communication as well as the meaning of intercultural communication in different companies. Online questionnaires were answered by 18 respondents. They included Swedes at a company in Sweden, which was bought by a German company and Germans at a company in Germany, which was bought by a Swedish company. Interviews with two executive directors, one at a Swedish company and one at a German company were made as well. The results of this study show that Germany has a strong hierarchal structure in comparison with Sweden. Sweden has a flatter structure, where meetings are a big part of the community within the organization. The most striking difference between the organizational cultures in both countries is the hierarchy.

Regulatory frameworks, such as gender quotas, have emerged as crucial tools in promoting gender equity within organizations. This paper investigates the interplay between gender equity policies and organizational culture in German companies. Drawing on a legislative landscape that includes the 2015 German law mandating a quota of at least 30 % women on supervisory boards, this study employs qualitative semi-structured interviews to explore the relationship between gender quotas and organizational culture. Findings reveal a nuanced landscape where organizational values and artifacts reflect both progressive and conservative influences. While initiatives like dual leadership models show promise, traditional gender roles remain and are reflected in organizational processes.   Despite the positive impact of gender quotas in driving change, concerns about tokenism and pressure on women persist. The study underscores the need for consistent policies and a fundamental shift in organizational culture to achieve genuine gender equity. Moreover, it identifies avenues for future research, including the exploration of industry-specific variations in gender equity relevance and the long-term effects of regulatory frameworks on organizational dynamics.

The aim of this study is to describe recruiting strategies of German companies in the Czech labour market and to propose some improvements. First chapter is focused on a human resource management and personal marketing in- and outside of the companies. In the second chapter there are discussed the evolution of Czech-German relations after 1989, Czech labor policy and a strategic plan Europe 2020. Outcomes of a survey among German companies are discussed in the third chapter followed by a final chapter containing improvement proposals in company strategies on the basis of the survey results.

Implementing and conducting sustainability management in businesses today presents an urgent but also complex challenge for large German companies. To react to the fast-changing regulations and demands on the market and to reduce the complexity of sustainability, organizations have introduced sustainability departments as well as sustainability experts and managers. However, the question remains as to what the motives of companies have to conduct sustainability management, and what roles sustainability managers and experts have in the process of sustainable development. The main research question therefore examines how large German companies can achieve sustainable organizational change. In 15 semi-structured interviews with sustainability experts and managers, the motives of companies for conducting sustainability management were analyzed, thereby further exploring the role and influence of sustainability managers and experts in the change process. The results demonstrate that companies pursue a variety of motives which combine economic, legal, ethical, social, environmental, as well as philanthropic and discretionary factors. In addition, the research outlines that sustainability managers and experts embody different roles in order to support the process of integrating sustainability into the organization. Moreover, through their personal involvement and enthusiasm they can partly influence sustainable organizational change. The key results also highlight the complexity of sustainability within large companies. Based on these key results of this study practical implications could be derived in the form of ten correlating factors for achieving sustainable organizational change.