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This thesis explores insights into how management strategies in internationalbusiness, with focus on Scania, is influenced by psychological and institutionalfactors based on Self-Determination Theory and Institutional Theory.Consecutively, it further explores the impact on employee behaviour inmultinational corporations and how to enhance their well-being and performancefor company benefit. In optimizing these through Scania’s corporate values andstrategies, it contributes to a positive workplace environment. Distinctly in thecultural diversity contexts, the purpose is to add perspectives into the dynamicsof balancing characterized motivations and vast institutional structures in MNCsin the findings. The methodology involves a qualitative case study withinterviews and thematic analysis. To conclude the study, the importance ofintrinsic motivations as a focal point in the management of multinationalcorporations is underscored in the findings. This sequentially grants theoretical,along with practical, knowledge and applications to the field of internationalbusiness and management.

This diploma thesis focuses on cooperation in international teams and the impact of cultural differences on the function of these teams. The aim of the thesis is to analyze the influence of cultural differences on team work. This work focuses on teams, their development, roles that the team members accept, team performance and their motivation. The thesis also examines culture and cultural models of Hofstede and Lewis. The attention is focused on the specifics of international teams and leadership within those teams, intercultural competency and aspects of intercultural communication. The thesis includes empirical research exploring possible problems and advantages of work in cross-cultural teams. The aim of the empirical research is to identify culture-related factors that influence cooperation in cross-cultural teams. Qualitative research was conducted in the form of semi-structured interviews with Czech managers of international teams. Keywords: international human resources management, cultural diversity, cross-cultural teams, management of cross-cultural teams, intercultural cooperation, intercultural communication

Most international corporations have to adopt to the requirements of globalisation by working in international joint ventures or international projects outside their well known home markets. The successful management of projects is an essential element aiming to cope with the complex challenges caused by cultural factors and other influences on the management of projects. Especially the Middle East as a cultural region has experienced a dynamic growth during the last decades, as many of the countries rich in oil and gas have heavily invested into their local infrastructure. Besides other factors, the impact of national culture on project management may lead to negative influences like project delays and project failure, or positive influences such as an increased communication. Based on the Hofstede dimensional framework this thesis is designed to investigate which cultural factors and other factors influence the PMBoK (PMI Body of Knowledge) knowledge areas while delivering projects in the Middle East. This empirical study is using a qualitative research approach in a multiple-case study design analysing six projects. The results clearly show that some characteristics of the Middle Eastern cultural context strongly determine the applicability of the PMBoK knowledge areas. Especially the interrelation of individualism (IDV) and power distance (PDI) reveals some new perspectives for project work in this region. The two case studies illustrate a strong increase in power distance if the project manager and the team member do not originate from the same cultural background. Additionally differences in time perception and the characteristics of the dimension long term orientation (LTO) result in fundamental differences for the application of the PMBoK processes. The findings help to develop a theoretical framework highlighting specific influences for PMBoK knowledge areas. The results of this thesis may form a basis for future researchers aiming to develop improved models for project management in the Middle East or other cultural regions. Finally, the theoretical franework developed herein is designed to help project practitioners to gain a better understanding of the specific challenges while working on the Arabian peninsula.