Do cultural barriers affect management practices of cross-national businesses in China? Over the decades academics and practitioners have been intrigued by the idea of cultural barriers challenging the management practices of cross-national businesses. The globalization of the world economy‚ on one hand‚ has created tremendous opportunities for global collaboration among different countries; on the other hand‚ it has also created a unique set of problems and issues relating to the effective management
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I. Introduction. 1. A brief recommendation of Mongolia’s background. Mongolia has a number of significant primitive locations‚ such as the Northern Cave of Blue in Khovd Province‚ White Cave in province of Bayankhongor‚ and Dornod Province which all advocates that Mongolia had been occupied for more than 800‚000 years ( The culture of Mongolia‚ 2011). During the late 12th century‚ a tribal chief named Temujin finally merged the Mongol tribes of Manchuria and the Altai Mountains because in the
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Washington USA. Accessed 1st September 2008‚ from http://www.ac.wwu.edu/~culture/Bochner.htm Francesco‚ A.M. and Gold‚ B.A. (2005)‚ International Organizational Behaviour: Text‚ Cases‚ and Exercises‚ 2nd Ed‚ Pearson Prentice Hall‚ pp. 17-45 Hofstede‚ G. and Hofstede‚ G.J. 2005‚ Culture and Organisations: Software of the Mind‚ 2nd Ed‚ McGraw-Hill P.L. Duffy Resource Centre‚ 2006‚ Gattaca‚ Trinity College WA‚ Accessed 31st August 2008‚ from http://www.trinity.wa.edu.au/plduffyrc/subjects/english/media/gattaca
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that means the behaviour of persons in the society and in the family. To analyse these different areas and solve the problem‚ we’re going to use specific tools for a specific subject. These tools are the five cultural dimensions highlight by Geert HOFSTEDE‚ a brilliant psychologist renamed for his work on the different cultural approaches. These five dimensions are going to help us to understand and analyse our problem. We’re going to solve the problem by using the values that these dimensions are
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extent to which people accept differences among themselves (Michael A. Hitt‚ 2012). Power distance describes the inequality that exists among people‚ societies‚ businesses‚ countries‚ coworkers‚ and so many more. There are two levels: high and low (Hofstede ’s Cultural Dimensions). People who have a high power distance have an unequal distribution of power and understand ‘their place’. A high power distance characterizes people who are associated with centralized organizations‚ strong hierarchies
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the organizational level. Most researchers and scholars have taken Hofstede studies on culture as a basis for their research‚ as I did in my PhD study‚ but not taking it for granted where I concentrated upon the power distance aspect‚ and had gone through the critiques of Hofstede. The reason I (with all respect to the findings of Hofstede studies)‚ do not see such studies are feasible is based upon the fact that Hofstede studies are only addressing the hard-wiring of people though surveys
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accounting. This essay is mainly based on Gray’s theory as Gray was one of the first authors to explore the culture’s way to explain the changes in accounting. Prior to that demonstration we will define the concept of culture as it is seen by Geert Hofstede‚ as we judged that his definition of the concept of culture was the most acceptable in our analysis. Finally‚ we will show some exception to the Gray’s framework to criticize the real influence of culture on accounting systems. Assess to what extent
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Hofstede’s cultural dimensions theory is a framework for cross-cultural communication. Hofstede developed his original model as a result of using factor analysis to examine the results of a world-wide survey of employee values by IBM in the 1960s and 1970s. The theory was one of the first that could be quantified‚ and could be used to explain observed differences between cultures. The original theory proposed four dimensions along which cultural values could be analyzed: individualism-collectivism;
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number of followers. This essay will also demonstrate that the key characteristics of successful entrepreneurs are consistent amongst Western and Asian entrepreneurs. Firstly culture will be defined using the four dimensions as detailed by Geert Hofstede. These will be illustrated using a comparison of Asian and Western cultures. Secondly‚ a discussion of leadership and the way it is affected by culture will be presented. To support this view‚ a comparison between Chinese and US leadership styles
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References: Geert-Hofstede. (2012). Retrieved JANUARY 10‚ 2013‚ from Geert-Hofstede: http://geert-hofstede.com/south-korea.html Mind Tools. (2012). Retrieved January 10‚ 2013‚ from Hofstede ’s cultural dimensions: Understanding workplace values around the world: http://www.mindtools.com/pages/article/newLDR_66.htm Green‚ S. (2011). The Would-Be Pioneer
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