FEATURES OF INTELLECTUAL CAPITAL MANAGEMENT IN CROSS-CULTURAL ENTERPRISES

The article addresses the pressing issue of managing intellectual capital within cross-cultural enterprises, highlighting the growing significance of this topic in the context of globalization, organizational transformation, and increasing cultural diversity in the workplace. The study focuses specifically on enterprises with multinational staff operating within a single country, where employees of diverse cultural backgrounds, value systems, mentalities, and communication styles interact on a daily basis. The research emphasizes that effective management in such settings requires a deep understanding of cultural differences and the implementation of adaptive intellectual capital management strategies aimed at maximizing employee potential. A comparative analysis of multinational corporations and organizations with multinational personnel is conducted to reveal their structural, functional, and managerial differences. Drawing on recent studies by both foreign and Ukrainian scholars, the article outlines the main challenges associated with the development and utilization of intellectual capital in multicultural environments, such as the necessity to foster cultural intelligence, incorporate cultural values into motivational frameworks, build a psychologically safe workplace climate, and overcome communication barriers in decision-making processes. Special attention is paid to practical human resource management aspects in multicultural teams, including interaction with international clients and partners, maintaining a balance between national traditions and corporate identity, and the strategic role of top management in promoting a tolerant and inclusive organizational environment. Based on the analysis, the author proposes a set of approaches that integrate cultural intelligence, adaptive behavior, and innovation-driven intellectual capital management. These approaches are presented as critical tools to enhance the operational efficiency and global competitiveness of enterprises functioning in cross-cultural settings. The article will be of interest to scholars of cross-cultural management as well as to practitioners working in culturally diverse organizations across different economic sectors.