Case Description

In September 2006, British Airways (BA) faced allegations of

infringing religious freedom when a check-in worker, Nadia Eweida,
said she had been suspended for contravening the companys dress
code by wearing a visible Christian cross on a necklace, she was
asked to cover up a cross necklace which depicted a Christian cross,
and was placed on unpaid leave when she refused either to do so or
to accept a position where she did not have to cover it up. She was
wearing the necklace on the outside of her uniform, contravening
BA's uniform policy for jewellery . Although BA permitted Muslim and
Sikh

employees

to

wear

visible

religious

symbols

such

as

headscarves and Sikh bangles while in uniform, it was alleged that

the company would not make an exception to the general company
policy of banning all visible jewellery for uniformed employees to
allow for the wearing of a crucifix. Ms Eweida pursued her case
through an industrial tribunal where it was eventually dismissed.
The case received considerable media attention. Pressure on the
company culminated in a threat by the Church of England to sell its
GBP 6.6 million worth of BA shares. British Airways retracted its ban
on wearing crosses and reinstated Ms Eweida. From February 2007,
all of BAs 34,000 uniformed employees became entitled to openly
wear a symbol of faith, including on a chain. According to BA chief
executive, Willie Walsh, the policy change followed extensive
consultation with the companys own staff and religious leaders.
British

Airways

diversity

strategy

states

that

its

Uniform

Committee has adapted the new uniform to ensure that it upholds

the corporate image whilst allowing flexibility to meet key religious
needs. According to the company, BA also reflects the range of
religions followed by its employees by providing prayer facilities,
catering to specific religious dietary needs, and by publishing an
awareness-raising monthly religious festivals newsletter.

Theoritical Framework
Economics and Business in Cross-Cultural Communication
The business context is increasingly cross-cultural, thus it affirms cross cultural
competence in our work live as a critical asset. Many organizations today include
people who where born in one country, educated in another, and working in yet
another. Cross cultural communication in the business context is also increased by the
availability of easy, fast, and inexpensive communication.
Paul Kennedys (1993) research on increased immigration and what happens when
money and job cross borders also demonstrates the challenges and opportunities
facing individuals of different backgrounds who live and work together. Kennedy
believes that our social attitudes, religious beliefs, and culture are probably the most
important influences on how quickly we respond to change.
Cultures influence on The Business Context
Cultural variations in peoples relationships to their organization are important in
understanding the cross-cultural business context. Is the critical unit of analysis and of
human action the individual or the group? Specific areas of cross-cultural business
that are associated with variations in individualism/collectivism include the following:

Who speaks for the organization? In organization within individualistic

culture, a single person may represent accompany in its negotiation. In
collectivistic culture, a group of representative would likely be involved in
negotiations.

Who Decide for the organization? Organization within individualistic culture

likely empower their negotiator to make decision that are binding on the
company. Such decision are often made rapidly and without consultation from

the home office once the negotiation have begun. Organization within
collectivistic culture often require extensive consultation among the delegation
members and with the home office at each step in the negotiation process, as
know single individual has the exclusive power for decision making.

What motivates to work? Do people work because they are motivated by the
possibility of individual rewards, as is common in individualistic culture, or is
group support and solidarity with ones colleagues a primary motivator?
Reward system to encourage employees best efforts very widely

What is the basis for business relationship? In collectivistic culture, it is vital

that business people astablish cordial interpersonal relationship and maintain
them overtime. The assumption that it is possible to have a brief social
exchange that will produce the degree of understanding necessary to establys a
business agreement is simply incorrect.

Another Study on the impact of cultural pattern on communication competence in the

cross cultural workforce was conducted by Fons Trompenaars (1994). After many
years of studying companies around the globe, Trompernaars identified the cultural
dimention of universalism/particularism s especially usefull in understanding how
business practice vary because of culture. Gudykunst and Madsumoto (1996) indicate
that universalism/particularism is related to the individualism/collectivism dimention.
Some features of the impact of this variation on the conduct of international business
include the following :

What is the meaning of a contract? Someone from universalistic culture may

view the signed contract as binding on all whereas someone from a
particularistic culture may view the contract as valid only if the circumstances
remain unchanged, which may include wheter the person who signed the
contract is still part of his or her company.

Are job evaluation conducted uniformly or adapted to specific individuals?

Within universalistic culture all individuals in similar job are evaluated using
standardized criteria within particularistic culture, the performance criteria
depend upon peoples relationship with other and their standing within the
organization.

Are corporate office directives typically heeded or circumvented? In

universalistic culture directives from corporate headquarters are valued and

are heeded through out the organization in particularistic culture such

directives are often ignore or circumvented because they dont apply to the
particular circumstances of specific subsidiary or branch office.
Just as the educational context, every element of the business text can be
influenced by culture.