Journal of International Business Studies (2006) 37‚ 525–543 & 2006 Academy of International Business All rights reserved 0047-2506 $30.00 www.jibs.net Cross-cultural competence in international business: toward a definition and a model James P. Johnson1‚ Tomasz Lenartowicz2 and Salvador Apud3 1 Crummer Graduate School of Business‚ Rollins College‚ Winter Park‚ USA; 2Deparment of Management‚ International Business and Entrepreneurship‚ College of Business‚ Florida Atlantic University
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Wiedmann‚ Hennigs‚ Siebels / Measuring Consumers‘ Luxury Value Perception: A Cross-Cultural Framework Measuring Consumers’ Luxury Value Perception: A Cross-Cultural Framework Klaus-Peter Wiedmann Institute of Marketing and Management Leibniz University of Hanover Nadine Hennigs Institute of Marketing and Management Leibniz University of Hanover Astrid Siebels Institute of Marketing and Management Leibniz University of Hanover Klaus-Peter Wiedmann is Chair of the Marketing Department and a Professor
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Cross Cultural Consumer Behavior: An International Perceptive in Consumer Behavior PSY/322 February 24‚ 2014 Susan Rusnak Cross Cultural Consumer Behavior: An International Perceptive in Consumer Behavior Case Studies This study emphasizes cultural differences of consumer behavior in the international market place. This study will evaluate the consumer behavior and purchasing decisions. Consumer behavior as it related to emotional and cognitive consumer reactions. Cross cultural
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How to Communicate Effectively in Cross-Cultural Communications Saundrea M. Grant Colorado Technical University ENG211-1102A-43 Phase 1‚ Individual Project April 11‚ 2011 How to Communicate Effectively in Cross-Cultural Communication Specific Purpose The objective of this presentation is to provide meaning and reasoning to the purpose and importance of cross-cultural communication (also known as intercultural communication) competency‚ and to explain the importance for institutions and
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Business Negotiation: A Cross Cultural Perspective from Collectivism and Individualism Introduction Business negotiation can be defined as "a process in which two or more entities come together to discuss common and conflicting interests in order to reach an agreement of mutual benefit" (Harris and Moran‚ 1987‚ p.55). As we know the international business negotiations are significantly increased accompany with the ever-increasing interdependent relationships due to globalization. According to
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Regardless of a company’s motivation for expanding outside its domestic markets‚ the strategies it uses to compete in foreign markets have to be situation-driven; cultural‚ demographic‚ and market conditions vary significantly among the countries of the world. Cultures and lifestyles are the most obvious country-to-country differences. Market demographics are close behind. Consumers in Spain do not have the same tastes‚ preferences‚ and buying habits as consumers in Norway; buyers differ yet again
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attitudes‚ experiences‚ beliefs and values (personal and cultural values) of an organization. Culture is a complex concept. In other words‚ culture is central to what we see‚ how we make sense of what we see‚ and how we express ourselves. Objective of the Report: The Primary Objective of this report is to analysis of cross cultural communication in IBM. The report has accumulated information to know about company’s cross cultural communication‚ to find out its positive and productive
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Cross-Cultural Management‚ ORGB 380 Winter 2013 Weekly Readings Prof Chantal Westgate Introduction to Cross-Cultural Management 1. CP Thomas‚ D.C. “Describing Culture: What it is and where it comes from‚ “ Ch.2‚ Cross-Cultural Management: Essential Concepts‚ 2008‚ Thousand Oaks‚ CA: Sage. Understanding Cultural Differences for the Global Workplace 2. CP Guirdham‚ Maureen. “Cultural Differences at Work‚” Ch.2‚ Communicating
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A central core in any cultural are its values. Values are independent standards where it is determined the differences of right and wrong‚ good and bad objectives. There are usually some shared values among all cultures; the contrast is the account of different perceptions between different cultures. Asian values have shown to be inter-related in that they view the individual belonging to a larger group or extended family with an expected well being of the group as a whole. To contrast this against
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organizations and styles of management are becoming increasingly similar. However‚ this conversion has a limit. Some cross-cultural differences will not disappear so easily and managers will have to understand and appreciate these cultural oddities’ if they wish to run a successful business. Let us take China and France as examples of two very different countries that may have cross-cultural problems while doing business. First we will give a general overview of the two countries and then discuss some management
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