“from Regional Star to Global Leader”
Case Study:
“From Regional Star to Global Leader”
(taken from Harvard Business Review January 2009)
Seminar Paper in Intercultural Competence
International Business BSc/MBA
at ESB Business School
Reutlingen University
SS 2011
Author:
Tiffany Yoko Wendler
Tiffany_Yoko_Margarete.Wendler@Student.Reutlingen-University.DE
Matriculation number: 702746
Supervisor:
Mr. Muenscher
Submission Date:
September 15, 2011
Table of Contents
Introduction 3
Analysis 3
Conclusion 7
Bibliography 8
Appendix 9
Introduction
“Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster.”[1] Geert Hofstede is one of the most prominent researchers in the field of cultural differences. His studies are well accepted and internationally renowned. However, even though the above mentioned quotation almost seems to be a warning regarding intercultural cooperation, one cannot imagine today’s world without it.
Companies act globally in different markets, meeting the needs of and collaborating with individuals from diverse cultural, religious and ethical backgrounds. People travel all over the world, flexibility regarding location has become a necessity and we grow up with extensive cultural awareness and sensitivity.
But even though we are used to living in a fast-moving global world cultural misunderstandings still are the main source of problems in international organizations. The case to be discussed is the perfect example of a critical incident, when Chinese country manager Yang Jianguo is promoted to global manager of product development in France and struggles as he is encountering cultural differences in terms of work ethos, hierarchy and further aspects discussed in the essay. Quickly, misunderstandings lead to frustration and Jianguo finds himself isolated from his colleagues. On the other hand, the French employees, as well as, the
“From Regional Star to Global Leader”
(taken from Harvard Business Review January 2009)
Seminar Paper in Intercultural Competence
International Business BSc/MBA
at ESB Business School
Reutlingen University
SS 2011
Author:
Tiffany Yoko Wendler
Tiffany_Yoko_Margarete.Wendler@Student.Reutlingen-University.DE
Matriculation number: 702746
Supervisor:
Mr. Muenscher
Submission Date:
September 15, 2011
Table of Contents
Introduction 3
Analysis 3
Conclusion 7
Bibliography 8
Appendix 9
Introduction
“Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster.”[1] Geert Hofstede is one of the most prominent researchers in the field of cultural differences. His studies are well accepted and internationally renowned. However, even though the above mentioned quotation almost seems to be a warning regarding intercultural cooperation, one cannot imagine today’s world without it.
Companies act globally in different markets, meeting the needs of and collaborating with individuals from diverse cultural, religious and ethical backgrounds. People travel all over the world, flexibility regarding location has become a necessity and we grow up with extensive cultural awareness and sensitivity.
But even though we are used to living in a fast-moving global world cultural misunderstandings still are the main source of problems in international organizations. The case to be discussed is the perfect example of a critical incident, when Chinese country manager Yang Jianguo is promoted to global manager of product development in France and struggles as he is encountering cultural differences in terms of work ethos, hierarchy and further aspects discussed in the essay. Quickly, misunderstandings lead to frustration and Jianguo finds himself isolated from his colleagues. On the other hand, the French employees, as well as, the
Bibliography: Chineses-tools.com: URL: http://www.chinese-tools.com/chinese/chengyu/dictionary/ detail/24020.html (available on 10 September 2011) Hofstede, Geert (2009): Culture does not exist. In: InterCULTURES magazine. URL: http://www.international.gc.ca/cfsi-icse/cil-cai/magazine/v02n03/1-3-eng.asp (available on 08 August 2011) Hofstede, Geert (1980): Culture’s Consequences: International Differences in Work-Related Values. Thousand Oaks: Sage. House, R.J.; Hanges, P.J.; Javidan, M.; Dorfman, P.W.; Gupta, V. (Eds.) (2004): Culture, Leadership and Organizations. The GLOBE Study of 62 Societies. Thousand Oaks: Sage. Gertsen, Martine Cardel (1990): Intercultural competence and expatriates. The International Journal of Human Resource Management. Jesuino, Jorge Correia (2002): Latin Europe cluster: from South to North. Journal of World Business 37, p. 81 – 89. Oxford Dictionary: URL: http://oxforddictionaries.com/definition/stereotype (available on 10 August 2011) Robbins, Steve (2008): Overcoming Racial Stereotypes is Smart Business Rosenhauer, Sven (2009): Cross-Cultural Business Communication: Intercultural competence as a universal interculture. GRIN-Verlag. 47051591@N06/, available on 02 June 2011) “14th Shanghai International Automobile Industry Exhibition” (source: http://www.autoshanghai.org, available on 02 June 2011) company’s logo (source: http://www.thetruthaboutcars.com/2009/09/byd-likes-the-car-thing-wants-to-unseat-toyota/, available on 04 June 2011) joint-venture of BYD and Mercedes-Benz (source: http://www.rpmgo.com/tag/byd/, available on 03 June 2011) ----------------------- [3] Hofstede, Geert (2009): Culture does not exist. In: InterCULTURES magazine [4] Gertsen, Martine Cardel (1990): Intercultural competence and expatriates. [5] Rosenhauer, Sven (2009): Cross-Cultural Business Communication: Intercultural competence as a universal interculture. [6] Prof. Dr. Hormuth, Julia [7] Oxford Dictionary: URL: http://oxforddictionaries.com/definition/stereotype (available on 10 August 2011) [8] Robbins, Steve (2008): Overcoming Racial Stereotypes is Smart Business.