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Intercultural Competence in Business (ICB) Adler book summary €4,48
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Intercultural Competence in Business (ICB) Adler book summary

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The document is a summary of the book in the course 'Intercultural Competencies in Business (ICB) by Adler.

Voorbeeld 3 van de 24  pagina's

  • 3 februari 2015
  • 24
  • 2014/2015
  • Samenvatting
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Door: neecintha • 5 jaar geleden

Niet alle chapters zitten er in, 5 stuks ofzo

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Door: GerbenBouw • 7 jaar geleden

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Chrissi92
Adler – Part 1: The impact of culture on organizations
Chapter 1: Culture and management
 foreign competition is a key factor in a firm’s business success
 future: big shift in economic strength and emerging economies will dwarf
industrial ones
 Will today’s developed countries continue to prosper or will they lose out
to the forecast for developing countries?
Pessimists
1. jobs shift to cheaper, educated workers in developing countries due to
access to advanced technology
2. Increasing unemployment in rich countries due to free trade with
developing countries
3. Massive migration of firms to countries with high skills and low wages
4. Developing countries: “villains, stealing capital and jobs, destroy wealth
of rich countries”
 Possible to have high productivity, advanced technology and low wages at
the same time
Optimists
1. Advanced economies benefit growing developing countries (e.g. India’s
middle class)
2. New consumers there increase demand for exports from advanced
economies
3. Both benefit from increased competition
4. In both increased foreign direct investments
Era of global economic activity including worldwide production and
distribution, joint ventures, mergers, etc. – business is global today
 Therefore, corporations must develop global strategies

Going global: Phases of development
 the impact culture differences on multinational and global firms depends
on the stage of development of the firm, industry and world economy
 Global Corporate Evolution model reflects most common evolution for
North American firms
 firms frequently skip phases to more rapidly to maximize their global
competitive advantage

DOMESTIC PHASE

 most firms initially operated from a domestic/ ethnocentric perspective
 unique products and services offering exclusively to the domestic market
 if so, they exported products without altering them for the foreign
consumption
products fit with an ethnocentric “one-best-way” approach
 people, assumptions and strategies from the headquarters country
dominated management
 firms regarded cross-cultural management and global human resources
systems as irrelevant

,MULTIDOMESTIC PHASE

 domestic competition led to initial need to market and product abroad
 companies use a market orientation and addressed each foreign market
differently
 strategic assumption: products fit in “many good ways”
 sensitivity to cultural differences became critical to implement effective
corporate strategy and in worldwide production:
 managers had to learn culturally appropriate approaches to managing
people in each country in which the company operated

MULTINATIONAL PHASE

 most firms entered this phase in the 1980s
demands for culturally sensitive management practices within each firm
 importance of cultural differences and advantages gained by cultural
sensitivity in marketing due to price competition among almost identical
products of multinational companies
 strategic assumption: product design and marketing are made in “one
least-cost way”
 firms can compete through the price rather than through cultural
differences
> price competition reduces the influence of cultural difference

GLOBAL (or transnational) PHASE

 top quality, least possible-cost products are the standard
 advantage through strategic thinking, mass customization, outlearning
one’s competitors
 Companies tailor products, services and marketing to discrete market
niches
Culture becomes a critical competitive factor
 Global firms need to understand their potential clients’ needs, no matter
where they live
 Companies use a culturally responsive design orientation
 Strategic assumption: products fit in “many good ways”

Cross-cultural management
 Describes organizational behavior within countries and cultures
 Compares organizational behavior across countries and cultures
 It seeks to understand and improve the interaction of co-workers,
managers, clients, alliance partners, etc. from countries and cultures
around the world
 Single-culture management is now only a limited subset of global/cross-
cultural management


PAROCHIALISM (Engstirnigkeit)

 = viewing the world solely through one’s own eyes and perspective

,  A person with this perspective neither recognizes other people’s different
ways of living and working nor appreciate that such differences create
opportunities or consequences
 People in all cultures are, to a certain extent, parochial
 Many Americans ignored to think and act globally; tendency towards
parochialism due to their history
 Large domestic market, English as business language, dominance in
technology
 Most management professors and researchers are U.S. educated
 “Copernican revolution” is needed > US no longer economic centrum
 The intense global competition renders parochialism self-defeating
 No nation canclaim to be alone in the world (parochialism) superior to
others ethnocentrism)



GLOBAL VS DOMESTIC ORGANIZATIONS

 Two fundamental differences:
(1) Geographic dispersion (Streuung):
- spread of global organizations’ operations over vast distances
worldwide
- It confronts organizations with political risk, fluctuations in exchange
rates, transportation and communication costs due to great distance
and national borders
(2) Multiculturalism
- Means that many people from many countries and cultures interact
regularly
- Domestic firms can be multicultural if their employees come from more
than one culture
- Increases complexity by more perspectives, approaches and methods
within global firms
 To successfully manage both dimensions managers must develop a global
mindset

What is culture?
 Generally accepted definition by Kroeber and Kluckhohn:
= culture consists of pattern, of and for behavior acquired and transmitted
by symbols; the essential core consists of traditional (historically derived
and selected) ideas and especially their attached values; culture systems
may be considered as products of action or as element of future action
 Culture is therefore something
- shared by (almost) all members of a given social group
- older members of a group pass on to younger members
- that shapes behavior (e.g. morals, laws, customs) or one’s perception of
the world
 In general, we see people as being from different cultures if their ways of
life as a group differ significantly

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