Abstract: Cross-cultural management is a concept originating from the American civil rights movement and gradually taking root in Europe. It was originally conceived as a means of ensuring equal rights, which has become a management tool used to leverage human resources. In both cases, in the United States and Europe, companies have to operate under the influence of global markets, which, on the one hand, form intensified competition in the domestic market, and on the other hand, offer opportunities to enter new markets and benefit from the advantages of production and development process. High-tech companies operating globally today must be assertive in different markets with different cultures. In addition, the corporate structure should be adjusted to a very dynamic and heterogeneous environment: a rigid hierarchy within long communication chains must be replaced by flexible systems that can quickly adapt to new conditions and anticipate future changes even more efficiently. In order to be able to survive in a global competitive environment, resources must be used as efficiently as possible, as well as flexibly, and this also applies to the company’s personnel. Employee’s know-how and skills are important in high-tech industries, and their combination and focus on practical application are the criteria for success in rendering innovative products and services.

Key words: cross-cultural management, high-tech companies, corporate strategies

JEL codes: F, M5, O