International Business: Session 3

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Developing products and services; communicating and interacting with foreign business partners; screening and selecting foreign distributors and other partners; negotiating and structuring international business ventures; interacting with current and potential customers from abroad; preparing for overseas trade fairs and exhibitions; preparing advertising and promotional materials.

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Nội dung Text: International Business: Session 3

International Business Session 3
Culture Values/ Attitudes/ Beliefs  The way in which a group of people solves problems and reconciles dilemmas.  A code of attitudes, norms and values, Social way of our Structure thinking. Language Communication Religion  Determines how we see ourselves and how we see the world. 
Artifacts and Products explicit Norms and Values implicit Basic Assumptions
Cross-Cultural Proficiency is Paramount in Managerial Tasks Developing products and services Communicating and interacting with foreign business partners Screening and selecting foreign distributors and other partners Negotiating and structuring international business ventures Interacting with current and potential customers from abroad Preparing for overseas trade fairs and exhibitions Preparing advertising and promotional
What are your top 10 values?  Age/seniority  Freedom  Authority  Go-between  Belongingness  Group consensus  Collectiveness  Group harmony  Competition  Independence  Compromise  Indirectness  Cooperation  Individualism  Devotion  Hospitality  Directness  Openness  Efficiency  Parental guidance  Equality  Patience  Independence  Quality
Priorities of Cultural Values Table 4-1 Priorities of Cultural Values: United States, Japan, and Arab Countries United States Japan Arab Countries 1. Freedom 1. Belonging 1. Family security 2. Independence 2. Group harmony 2. Family harmony 3. Self-reliance 3. Collectiveness 3. Parental guidance 4. Equality 4. Age/seniority 4. Age 5. Individualism 5. Group consensus 5. Authority 6. Competition 6. Cooperation 6. Compromise 7. Efficiency 7. Quality 7. Devotion 8. Time 8. Patience 8. Patience 9. Directness 9. Indirectness 9. Indirectness 10. Openness 10. Go-between 10. Hospitality Note: “1” represents the most important cultural value, “10” the least. Adapted from Table 4-1: Priorities of Cultural Values: United States, Japan, and Arab Countries
Mini-Quiz on Culture 1. At what time should you arrive for a 10:00 meeting: in USA? China? Spain? 2. If given a gift, should you open it: in Saudi Arabia? China? 3. Should you give bad news in the morning: in USA? Korea? 4. Is it a bad sign if you didn’t really speak about business in your first meeting: in UK? Japan? 5. Should you send a young executive to a meeting: in USA? Japan?
How to Categorize and Understand Cultures Key Researchers: Hofstede, Geert Hall, Edward Trumpenaars, Fons Develop Frameworks for Understanding Cultures
Which definition do you agree with more? A company is…. 1. asystem designed to perform functions and tasks in an efficient way. People are hired to perform these functions with the help of machines and other equipment. They are paid for the tasks they perform. 2. agroup of people working together. They have social relations with other people and with the organization. The functioning is dependent on these relations.
A company is….. … a system … a group
Mini-Case Six months after the ABC mining company had signed a long-term contract with a foreign buyer to buy bauxite in 20 annual installments, the world price of bauxite collapsed. Instead of paying $4 a ton below world market prices, the buyer now faced paying $3 above. The buyer faxed ABC to say it wished to renegotiate. The final words of the fax stated: “You cannot expect us as your new partner to carry alone the now ruinous expense of these contract terms.”
Options  A contract is a contract. We had a deal. We won.  A contractsymbolizes the underlying relationship. Where circumstances transform the mutual spirit, the terms must be renegotiated to preserve the relationship.  A contractsymbolizes the underlying relationship. But such rigid terms are too brittle for turbulent environments. We need to be flexible.  A contract is a contract. Had the price risen we wouldn’t have complained. We would, however, consider a second contract who’s terms would
Hofstede’s Five Dimensions Social Orientation Power Orientation Uncertainty Orientation Goal Orientation Time Orientation
Social Orientation Individualism Collectivism Relative importance of the interests of the individual versus interests of the group
Power Orientation Power Respect Power Tolerance Appropriateness of power/authority within organizations
Uncertainty Orientation Uncertainty Acceptance Uncertainty Avoidance An emotional response to uncertainty and change
Goal Orientation Aggressive Goal Behavior Passive Goal Behavior (masculine) (feminine) What motivates people to achieve different goals