In order to be a good manager, from the beginning, even though we may already aware about the differences between the traditions, values and norms, we may cope with hardships adapting in an intercultural context. There are many analyses about the relationship between culture and behavior of human available for business purposes and Hofstede 's cultural dimensions theory (1980) is widely applied in the practice of many aspect in nowadays human social life. The Hofstede’s (1980) theory includes four dimensions (Power Distance, Uncertainty Avoidance, Individualism and Masculinity vs Femininity) and later in 1991, the research by Michael Bond and colleagues among students in 23 countries marks the appearance of the fifth dimension: Long-Term Orientation versus Short-Term Orientation. Finally, Minkov 's World Values Survey data led Hofstede to invent the sixth dimension: Indulgence versus
Introduction (290) In this era of rapid globalization, international businesses are getting a lot more intense among the countries. International business is basically defined as a comprised of all the dealings between two or more countries and regions such as sales, investments, logistics and transportation and others. To operate an international business, it is necessary and is very important to understand not only the domestic culture and also the culture of the host country (Piepenburg, 2011). Different countries have different behaviors. For example, the way of Japanese people to greet someone, they make a bow in order to say hello.
1. Scope of the Paper In today´s business trade an interrelationship has become crucial and inevitable, because humankind is living in a more interdependent world. For this many multinational corporations from major economies such as China and the United States merged together and entered joint venture agreements. However, findings claim that unexpected high acculturation, low employee resistance, and high synergy realization may be explained partly by a greater cultural awareness in cross-border mergers and acquisitions (M&A).2 In the past, many considered that differences in culture were barriers for communication and interaction, but today effective global leaders believe that these variations, if well managed, are resources, and not
Globalization has broken down the geographic boundaries between countries in nowadays. It has enhanced the chance for multinational enterprises (MNEs) to expand their business network all over the world (Ismail, 2010). However, cultural differences are critical for MNEs to face out. Culture is a pattern of beliefs, expectations and values shared by the members (Wong, 2014). It is closely relates to employees’ behavior and impacts on the process of HR cycle.
We can see that both groups are quite divergent (except 2 dimensions called Masculinity and Uncertainty Avoidance) that marks the gap between the countries. As a result, the cultural barrier will most likely affect the foreign company and its presence in the Chinese market. Figure 2: Hofstede’s cultural dimensions of China, Hong Kong, the United States and the UK Note: Reprinted from “Hofstede Insights”. Retrieved from https://www.hofstede-insights.com/ Foreign companies should consider the main characteristics of China defined by Hofstede (2017): 1. Power distance – the Chinese society for a long period of time was affected by
The paper will explore the cultures in both America and Japan. Although some cultural aspects of the business may be similar, there is also contrasting aspects to each of the cultures. There is an obvious difference in the gender roles of both cultures of America and Japan (The Hofstede Centre, 2015). The aim of the research is to discover aspects of each country that may not be common knowledge, such as gestures, greetings etc. I also hope to discover how businesses overcome the cultural barrier both internally and externally.
The diverse team members can supply knowledge of international markets, specific technologies, transfer of knowledge and technology and their styles, which depend on their personal background and lifestyle. Even though diversity of global teams provides for new ideas and improved understanding for markets segments and technologies, it may suffer from diverse cultural values of their international members. Today, the workforce diversity has become a reality whereby the impact of globalization has affected the expatriate and repatriation as well as the organization largely. It varies with the type of environment and firm’s overall strategy and workforce diversity. Workforce diversity refers to the existence of people from various social-cultural backgrounds within the company.
Advantages of Global Marketing A global marketing strategy can expand the consumer base and improve the company reputations. It just one component of the global business strategy, and should be planned carefully taking into account every aspect of the different markets in the country in which the company hope to do business. The global marketing strategy of the companies must have concrete goals and a clear vision about the strengths and weaknesses present in each overseas market, and how they will deal with them or make them to the company advantage. There are many advantages of global marketing strategy. The first advantage of global marketing strategy is the company will grow and developed faster.
Internal factors are the factors which are inner strengths and weaknesses that a organization exhibits The best thing about internal factors is that you can control many of them. Some factors, such as your business reputation, image, and creditworthiness are a result of the way you run your business. Other factors, such as your organizations management structure and staffing and the physical décor of your business, are based on your business decisions, and you can change them as you see fit. By changing internal factors it usually involves some indirect cost, such as penalty for terminating a lease before it expires. (Lindblad 2007) External factors that affect the success of a hospitality industry.