CROSS-CULTURAL MANAGEMENT AND ORGANISATIONAL PERFORMANCE OF MULTINATIONAL CORPORATIONS IN NIGERIA

This study explores the relationship between cross-cultural management practices and organisationalperformance in multinational corporations (MNCs), with a particular focus on the impact of leadership,communication, service quality, and competitiveness as proxies. Using a descriptive research design, data werecollected from 258 employees across various MNCs using a structured questionnaire, which was analyzed usingdescriptive statistics and correlation analysis. The sample size was determined using the Taro Yamane formula,resulting in 157 respondents. Descriptive statistics revealed positive mean ratings for cross-cultural leadership(M = 3.92), cross-cultural communication (M = 4.05), service quality (M = 4.10), competitiveness (M = 3.85),and organizational performance (M = 3.95). Correlation analysis indicated significant positive relationshipsamong all variables at the 1% significance level. Specifically, cross-cultural leadership showed a strongcorrelation with organizational performance (r = 0.70), and service quality was highly correlated with bothcross-cultural communication (r = 0.75) and competitiveness (r = 0.80). These findings suggest that ef ectivecross-cultural leadership and communication practices are crucial in enhancing organizational performance,service quality, and competitiveness within MNCs. The study highlights the importance of culturally adaptiveleadership styles and communication strategies to foster an inclusive work environment, improve team dynamics,and ultimately boost business outcomes. It also emphasizes that MNCs that align their management practices withlocal cultural expectations tend to improve their competitiveness and sustain a strong market position. Thisresearch contributes valuable insights into the role of cross-cultural management in achieving organizationalsuccess in globalized markets.