Around 2010, the company finally began to click. The worst of the cultural differences were getting resolved, and the Chinese had spent the period of upheaval learning about the capabilities needed within a multinational company. “They came to the United States ready to learn and absorb expertise’.Lenovo believe that with the advantage to the similarity between two companies, it should not be too difficult to integrate two corporate cultures. Even at, the pre-planning stage, the organization has designed a range of strategy such as cocktail party, a culture integration discussion board, set time up a cultural integration committee, to integrate two teams as well as to encourage communication between them. However, according to the result obtain
However, their tones are different, as Jobs formally delivers the mottos, while King approaches them in a more informal tone. In Jobs commencement speech, he discusses his termination from Apple, but how he continued to work even though this significant failure in his life occurred. The following sentence after the anecdote is “Don’t lose faith” (Jobs). Jobs approaches these mottos formally and delivers them as business mottos because he is highly involved in the business world. King hypothesizes the Vassar Graduate’s potential impacts on society and the American economy, and how they cannot mess it up like the previous generation.
Such strategy gloomed the US market. Many of the US companies thought that Japan’s strategy was just giving lower prices for the product quality of that time during World War II. However they could not deny that the total quality approach applied on Japanese companies was effective, and thus induced the improvement on
Michael Porter has devoted many of his studies to the creation and maintenance of the competitive advantage of a nation. In his studies, Porter distances from classic economic theories and blatantly states that the ability of a nation to possess a competitive advantage depends on its ability to innovate and to be inimitable. 1. Innovation allows companies to succeed in international markets, especially when competitors are slow to respond to those inventions that “anticipate both domestic and foreign needs”. (Porter M. E., 1990, p. 217) The ability to innovate is central to a firm’s success; for example, the success of many Japanese firms can be credited to their ability to continually create ideas that suit the needs of global customers.
Having undergone industrialization and Westernization, Japan was still not considered as a part of the Western community, rather as a threat due to its high status as an Asian nation- potentially representing the Asian powers from the Western perspective. Ideology changed and Japan itself, leaned towards the concept of Pan-Asianism. Putting on a façade, Japan saw itself uniting Asian nations to make it seem like they were doing so to liberate them from Western colonial powers. Whereas in reality, the invasion was a result of Japan wanting to prove itself superior to the Western world through occupying large regions; China being the starting
As a manger, we need to motivate the Japanese employees to ensure the employees achieve the company goals. According to Hostede’s five natural cultural dimensions, the power distance of Japan is high. The employees will reply more on manager’s decision and attitudes in their working more than themselves. Therefore the manager can motivate the Japanese employees by an unequal power distribution. Hence, the higher the power distance between employees and manager, the more effectively the manager to motivate the employees.
One of the biggest obstacles to effectiveness for executives working outside their native culture is a lack of tolerance from the “locals.” However, mere tolerance of differences is just the beginning. Real adaptation requires executives to generate diversity local conditions. People think they might know a great deal about foreignness, strategic fit, and differences in host cultures, but there is something about the role of the country environment in the global transfer of corporation assets that is missing (Matustic, 2001). As this case study on the globalization of Hong Kong Disneyland will reveal, globalization theory helps fill this gap. Disney experienced unanticipated success in Japan but an equally unanticipated lack of success in Hong Kong, even though both places are in East Asia.
Abe in particular is devoted to restore the ‘honor’ of his beloved grandfather and role model, Nobusuke Kishi, as well as the entire generation of wartime leaders. Shinzo Abe thinks that if Japan only focusing on economic strength, it is not enough to the growth of Japan. He thinks that Japan’s development in the past by focusing on economic is good but it makes Japan stagnated because there is an emergence of other strong global player. His views towards Japan’s development in the past make him think that Japan needs to make a change in several aspects such as strengthen their diplomacy, foreign policy and military. This view makes him become a realist.
By these ideas the author means the Japanese have many differences compared with the Western work culture. One of the main differences is the concept about group work and individualism where Japan prefer work group and consensus while Western prefer individualism and taught to be independence. Besides, Japan also view group harmony as an important Japanese work culture. Other than that, Japan’s companies also tend to place their employees’ personal and familial welfare. The western countries are much more emphasis on the companies’ interest rather than employees’ benefits.
Values are the rules by which men make decisions about right and wrong, should and should not, good and bad in our daily lives. They act as a yardstick as what are more or less important, which is useful when we have to trade off meeting one value over another. There are three ways of looking at values. Firstly, some people believe that values originate with a supernatural being or principle. Second, they are embodied in nature itself, which means moral laws in nature.