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cultural dimensions in international business
characteristics of culture in international business
characteristics of culture in international business
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A Local Foreign Manager is Best for Managing Foreign Subsidiaries
For many global organizations, or organizations that produce or sell goods or services in more than one country, a difficult question is how to develop and place managers in foreign operations. Some people believe organizations should let foreign managers run foreign subsidiaries because of the large differences among national cultures while others believe that domestic managers should be trained to run foreign subsidiaries because of loyalty issues.
Nation culture is the particular set of economic, political, and social values that exist in a particular nation. This culture effects all aspects of global organizations operations. Foreign exchange rates, banking and accounting laws, and tax codes can all affect the profitability of foreign subsidiaries. These rules and regulations vary from country to county. The way Japan accounts for good will varies dramatically from the way the United Sates regulatory agency demands it be recorded. In some countries politics play a larger role than others. In sm...
Geert Hofstede, Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Second Edition, Thousand Oaks CA: Sage Publications, 2001
The differences in other cultures vary from beliefs to ways of life, or norms, of the different societies. The importance of understanding and sensitivity to other countries’ differences is crucial to a business’ success. “Lack of familiarity with the business practices, social customs, and etiquette of a country can weaken a co...
These national six dimensions of culture can be immensely helpful in managing and leading in different cultures because they are values shared by majority on a national level and are relatively stable over time, with changes only over generations; meanwhile cultural dimensions at organizational level are practices that are relatively superficial and can be easily changed and learned (“Culture: What is Culture?,” n.d.). But, those national core cultural values stay with the people on a unconscious level, therefore, it could be deterimental to an
International businesses are also finding new ways of increasing diversity abroad. Instead of using expatriate employees as management, they are starting to hire locals. Companies that operate abroad are realizing that using expatriate employees is not a permanent solution. They are often expensive, and are not capable of translating their skills into the new environment. In a company that operates globally, it is important that the company knows how to relate to the local markets, and a great way to do this is by hiring local talent. Hiring locally is cheaper, there is not a language barrier, and they are accustomed to the business environment in the area(5). They can also help the business by providing a new perspective into international markets, and offer ways that the company can improve their diversity abroa...
As we revel in the wake of Globalization, models of 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.
In the article, Cultural constraints in management theories, Geert Hofstede examines business management around the globe from a cultural perspective. He explains how he believes there are no universal practices when it comes to management and offers examples from the US, Germany, France, Japan, Holland, China and Russia. He demonstrates how business management theories and practices are very much subject to cultural norms and values and by understanding these differences, it can give managers an advantage in global business practices.
Throughout the previous 20 years or longer, Multinational Corporation and partnership have changed remarkably. Most importantly, for business to compete successfully and remain competitive, employers must have competent supervisors international to differentiate their business’ strategy. Employers operating abroad must first understand the correlation among their Human Resource leaders, their company’s strategy and their firm’s performance; therefore, the owners should trust its Human Resource leaders to select and recruit chief executives and the type of staffing policy. Multinational firms have a choice among three staffing strategy that have its pros and cons, such as ethnocentric, polycentric and geocentric.
...nfluences the economic and legal considerations in others. The demands of being competitive globally, requires a company’s needs to stay abreast on international business. With the increase in global operations, it is hard to find manager that are efficient enough to handle several aspects of the international markets. It is even more complicated to finding CEO’S that are intelligent, has the required skills or technical background that are at ease in dealing with the global arena.
In the wake of the current globalization trend, modern organizations need to improve their communication and cross-cultural communication in order to enhance chances of surviving global competition. One of the ideal ways through which multinationals can attain this objective is through training global managers. It is important for the training to encompass both human resource management and complexities inherent in global culture. In addition, global businesses should be more culture sensitive via such means as understanding and appreciating other people cultural
The authors identify that there are three main factors that effect how people act, think, and make decisions. The first is religion, in some countries faith plays an important role in all areas of life in the culture of the country and can influence many of their customs and behavior. The second factor is that of fact. In many countries their greatest desire is to find the best deal and the best product or services. The final factor is feeling, if a culture is based on feelings the people will conduct business accordingly. For example it would be essential to make a personal connection with this type of individual.
This report will provide a detailed cultural analysis of Japan, the host country, as compared to Singapore, the home country. It will also highlight on the business culture, differences between the home and host countries, as well as how the unique culture impacts international business and what businesses should consider in achieving high operation efficiency in the host country.
Global enterprises face the challenge of managing and developing human resources in the global setting. International or global resource management is about the world-wide management of individuals, not simply managing expatriates. (Moti, 2011) This paper will discuss key skills and qualifications that are deemed necessary for an overseas assignment for an individual in a management position. I will also identify some challenges that can arise with the appointment of a new manager in an international location. The Denmark Government has instituted policies to attract foreign investors and is intent on being “the gateway to Scandinavia” (Walden, 2001) For the purposes of this paper it should be assumed that the location of the facility is located in Denmark.
The intensity of today's global economy challenges corporate executives to compete successfully with anybody, anywhere, and at any time. Which brings about the reason for this paper, which will include some advantages and disadvantages of global management. Even if someone does not want to specialize in international management, there are some important advantages to getting international experience. With more American companies looking to overseas markets for growth, there's a high demand for people with international expertise. Someone can also gain a surprising amount of power, because it is almost a given fact that the person with the international knowledge will get first selection on the most important and interesting jobs.
One East Asian country and North African country are compared using Hofstede’s six dimensions of cultures to find similar results in four of six behaviors but an extreme difference in how each society keeps a link with the past while maintaining the present and future. The cultural difference between South Korea and Morocco are most obvious in the dimension of Long Term Orientation, and each approach business in the most opposite way. Analyzing the comparison of these two countries gives a further look into their particular culture and the impact it has on business choices. Understanding how culture is an important aspect of an entity leads to successful business and leaders.
Nowadays, business is set in a global environment. Companies not only regard their locations or primary market bases, but also consider the rest of the world. In this context, more and more companies start to run multinational business in various parts of the world. In this essay, companies which run multinational business are to be characterized as multinational companies'. By following the globalization campaign, multinational companies' supply chains can be enriched, high costs work force can be transformed and potential markets can be expanded. Consequentially, competitive advantages of companies can be strengthened in a global market. Otherwise, some problems are met in the changed environments in foreign countries at the same time. The changed environments can be divided into four main aspects, namely, cultural environment, legal environment, economic environment and political system problems. All the changed environments make problems to multinational companies. In particular, problems which are caused by changed culture environment are the most serious aspect of running a multinational business. This essay will discuss these problems and give some suggestions to solve them.