Business & Culture in Asia Asian Business Environments Dr. Markus Taussig‚ NUS Business School Friday‚ February 13 (Week 5) 1 This Week Housekeeping‚ Preclass assessment Quick review of last week (politics) This week: culture ✓country to firm view transition ✓mini case on K-Pop 2 Housekeeping Need to make past assessment questions available to you No class next week Next week’s pre-class assessment will be early No class the following week either! 3 Pre-Class Assessment QUESTION ANSWER SHARE
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Trompenaars vs. Hofstede 1. 2. Introduction ................................................................................................................................ 2 Cultural Dimensions of Hofstede and Trompenaars ................................................... 3 3. 4. 5. 6. 7. Analogies or identities of the cultural dimensions ...................................................... 5 Differences of the dimensions ...................................................................
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Trying to Change the Corporate Culture of a Multinational Enterprise: General Semiconductor 1. In your opinion‚ what actions taken by Ostertag stood the most chance of changing General Semiconductor’s culture? His decision to “replace nearly every member of the company’s senior management team” could have been more effective and beneficial had he only replaced those on the management team who were not upholding and enforcing the values and cultures of the company. The “team-building meeting
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Cultural Dimensions In Management And Planning Geert Hofstede* ABSTRACT The nature of management skills is such that they are culturally specific: a management technique or philosophy that is appropriate in one national culture is not necessarily appropriate in another. The paper describes the scope of (workrelated) cultural differences as they were revealed by research in more than 50 countries around the world and discusses how these differences affect the validity of management techniques and
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Chapter 11 Cultural Characteristics and Effective Business in China Maria Fernanda Pargana Ilhéu ISEG/UTL‚ PORTUGAL Abstract For firms in the international market the cultural characteristics of host country societies‚ where their managers are going to deal and work‚ must be learned‚ absorbed and adopted. A person’s perception of market needs is framed by his or her own cultural experience. More than factual knowledge of Chinese culture the interpretative knowledge is very important and difficult
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Global Leadership 5601 Midterm 1. What is meant by the internationalization of a firm’s value chain? How do advances in technology contribute to internationalization of firms’ value chains? Internationalization generally means global sourcing‚ exporting‚ or investment in key markets abroad. Proactive firms seek a simultaneous presence in major trading regions‚ especially Asia‚ Europe‚ and North America. The most direct implication of market globalization is on the firm’s value chain.
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Chapter learning goals Chapter 3 Understanding the role of Culture 1. To understand how culture affects all aspects of international management 2. To be able to distinguish the major dimensions which define cultural differences among societies or groups 3. To emphasize the need for international managers to have cultural intelligence in order to interact successfully in host countries 4. To recognize the critical value differences which frequently affect job behaviors 5. To be able to develop a
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Hofstede’s dimensions of national culture Hofstede distinguished five dimensions of national culture: Power Distance (PDI)‚ Individualism/Collectivism (IDV)‚ Masculinity/Femininity (MAS)‚ Uncertainty Avoidance (UAI)‚ and Long-Term versus Short-Term Orientation (LTO). For those readers who are unfamiliar with his dimensional model‚ a short description follows. The dimensions are measured on index scales from 0 to 100‚ although some countries may have scores above 100 on certain dimensions because
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influences the company’s international HRM practices. True False 6. Uncertainty avoidance is concerned with how a culture deals with hierarchical power relationships. True False 7. The United States has a high power distance‚ individualistic culture. True False 8. Power distance describes the division of roles between the sexes within a society. True False 9. Cultures with weak uncertainty avoidance tend to be rather easygoing and flexible regarding different views. True False
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Individualism/Collectivism and Uncertainty Avoidance are associated with both RTD and COD. However‚ the underlying processes differ for these two categories of travel behaviors. In addition to their independent influences on travel behaviors‚ these two values associated with RTD and COD also have an interactive effect. For RTD‚ the Uncertainty Avoidance motive determines the Individualism/Collectivism outcome‚ whereas‚ for COD‚ the opposite is true: the Individualism/Collectivism determines the Uncertainty Avoidance outcome
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