chap4 - international strategic management(1)

International strategic ManagementBMGMT 2103 | International business strategyPrepared by M.Mehdi Bartaripour

BMGMT 2103

International Business Strategy

International Culture Objectives Introduction The importance of culture in different business contexts National stereotypes and key dimensions of culture Cross-cultural management Culture embodied in national institutions.

BMGMT 2103

International Business Strategy

Objectives Define culture and explain the factors that underlie cultural differences. Show where and why cultural differences matter to international managers. Explain a number of frameworks that help identify important cultural differences. Examine how firms can anticipate and cope with cultural differences.

BMGMT 2103

International Business Strategy

Introduction Culture: “the sum total of the beliefs, rules, techniques, institutions, and artifacts that characterize human populations” or “the collective programming of the mind”.

BMGMT 2103

International Business Strategy

Language Language is critical to culture because it is the primary means used to transmit information and ideas. Knowledge of local language can:– permit a clearer understanding of a situation – provide access to local people – allows the person to pick up nuances, implied meanings, and other information that is not stated outright.

BMGMT 2103

International Business Strategy

Religion

Religions influence lifestyles, beliefs, values, and attitudes, and can have a dramatic effect on the way people in a society act toward each other and towards those in other societies. Religion also influences:– the work habits of people – the work and social customs (from the days of the week on which people work to their dietary habits) – politics and business.

BMGMT 2103

International Business Strategy

Religion

Hula burger by McDonalds

BMGMT 2103

International Business Strategy

Values and attitudes Values: basic convictions that people have regarding what is right and wrong, good and bad, important and unimportant Attitude: a persistent tendency to feel and behave in a particular way toward some object. Attitudes are expected to change as the matter of experience.What was your attitude about me before the class and after all those sessions we have had?

BMGMT 2103

International Business Strategy

Customs and manners Customs: common or established practices Manners: behavior regarded as appropriate in a particular society.

BMGMT 2103

International Business Strategy

Corporate culture Corporate culture is a term used to characterize how the managers and employees of particular companies tend to behave. Corporate culture is also used by human resource managers and senior management in their attempts to proactively shape the kind of behavior (“innovative”, “open”, “dynamic”, etc.) they hope to nurture in

their organizations. Promoting a distinctive corporate culture is also expected to enhance the sense of community and shared identity that underpins effective organizations. Corporate Culture for Ping Golf clubs.BMGMT 2103 International Business Strategy 10

Influences of culture on international managementCulture influences strategic management in a number of ways: Work attitudes– for example: work ethics, organization commitment, etc.

Achievement motivation– the desire to accomplish objectives and achieve success

Time and future– for example: punctuality, decision-making time constraints, time expectations on implementation of plans Japan, etc.

Ethics– standards of conduct and morality.BMGMT 2103 International Business Strategy 11

Culture and strategic management Cross-cultural management issues arise in a number of situations, including:– – – – – within a firm M&As joint ventures, alliances buyer-suppliers relationships dealing with customers

– dealing with national institutions.

BMGMT 2103

International Business Strategy

Cross-cultural business contexts

BMGMT 2103

International Business Strategy

Geert Hofstede’s four cultural dimensions Power distance: measures the degree to which less powerful members of organizations and institutions accept the fact that power is not distributed equally Uncertainty avoidance: measures the extent to which people feel threatened by ambiguous situations and have created institutions and beliefs for minimizing or avoiding those uncertainties. High Uncertainty causes strict rules and regulations, Low uncertainty causes less strict rules and regulations.

BMGMT 2103

International Business Strategy

Geert Hofstede’s four cultural dimensions (cont.) Individualism vs. collectivism– Individualism: the tendency of people to look after themselves and their immediate family only – Collectivism: the tendency of people to belong to groups who look after each other in exchange for loyalty.

Masculinity vs. femininity– Masculinity: the degree to which the dominant values of a society are success, money, and material goods, society is dominated by males. – Femininity: the degree to which the dominant values of a society are caring for others and the quality of life, and male and female are equality treated.

BMGMT 2103

International Business Strategy

Useful strategies for managing cultural diversity Some useful strategies for managing cultural diversity– Recognize diversity. – Build diversity issues into recruitment, HRM planning, strategy, location decisions, alliances, and partnerships. – Identify where and to what degree local divisions should be encouraged or empowered to take the lead in expressing and managing diversity. – Encourage cross-border discussion and interaction as well as focused tr …… 此处隐藏：3742字，全部文档内容请下载后查看。喜欢就下载吧 ……