...Business Ethics Across Cultures Article Review Ken R. Johnson XMGT 216 May 27, 2012 Instructor: Deborah McCafferty Business Ethics Across Cultures Article Review Globalization has been an ongoing event for many centuries; ever since the first traders and merchants sought out other countries to bring back uniquely different food and goods, countries have been sharing their culture and perspectives with those they visit or those that come to their borders. Today, with the widespread use of Internet, digital information, and focus on international business, the positive effect of globalization is much more apparent as well as the challenges it presents to countries with different ethical cultures. While most would assume that people in another land speaking a different language, following a different religion, and eating different food would more than likely perceive and behave differently from than our own; the truth is that even though these differences may be perceived, very little is done to actually understand them appropriately unless it is deemed necessary. However, what is quickly becoming equally apparent, for international businesses and corporations to deal successfully with a foreign contractor, business, or even government; the proper measures must be taken to understand the differences in ethical perception and to work to accommodate those differences. Failure to do so leave many of these companies and businesses...
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...few have studied how Chinese society has been influenced by this phenomenon. James Watson and his team studied the phenomenon in 1997 and their book, “Golden Arches East: McDonald’s in East Asia” is an excellent resource for anyone studying this topic, especially the first two chapters. During a lecture at Chongqing University, Professor Zhang Jin mentioned that the idea of Scientific Management was being explored in China during the early 20th century by such business leaders as Lu Zuofu with his experiment at Beibei. This “model society” was implementing the same values in the early 20th century that McDonald’s later touted in the U.S. fifty years later. The author suspected that they had a common ancestor in Taylorism, a business model developed in the U.S. around 1900. Further research found that indeed, they shared that common ideology. Could this be the reason that the Chinese have adapted so well to an open market system? The ideas were not new, having, in fact been explored by Chinese business leaders prior to the Cultural Revolution. This curriculum project explores the history of Scientific Management in China and the U.S. It also looks at the concept of McDonaldizaiton and how McDonalds has had to adapt to succeed in China. It...
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...that the delayed entry into the smartphone market is due to a KM gap. As the company expands into new markets, further KM gaps are likely to appear. The KM-MIP aims to fill these KM gaps, by improving the external capture of market intelligence, and embedding market intelligence throughout operations, in particularly R&D, and creating a market awareness knowledge culture that will ensure Intel Corp makes rapid gains in new and existing markets. The KM-MIP will also improve market intelligence capture in emerging markets, and ensure sales growth in these markets continues as these markets progress to mobile dominance. KM-MIP Recommendation KM-MIP will enhance the socialization, externalization, combination, and internalization of market knowledge to improve efficiency and effectiveness. Beyond tacit-explicit knowledge conversion, the KM-MIP will also cultivate a market intelligence culture to ensure that as a complex adaptive system, the company is supporting nonlinear interactions, synergistic interactions, and self-organizing systems, KM-MIP will facilitate emergence and improve adaptability. This culture will encourage openness to ‘chaos’ as in complexity theory, facilitate market knowledge and innovation emergence from complexity, and improve the capture and integration of known and knowable market knowledge for improved...
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...The Reasons for and Solutions to the Bribery Issues among Chinese Companies In September 2013, a former Politburo member, Xilai Bo, was sentenced to life imprisonment for embezzlement, bribery and abuse of power. With millions of dollars of bribery money, this Chinese communist leader got the punishment of spending the rest of his life in prison, and also brought influential stress and trust problem in China (The Economist, 2013). This incidence also have drawn international’s attention, with such negative reputation a question mark has been put on China’s trust worship, consequently is also weakening of China’s international position and power. Corruption has always been a worldwide focus, with bribery one of the leading problems existing in the contemporary world. Bribery is legally defined as “The offering, giving, receiving of something of value for the purpose of influencing the action of an official in the discharge of his or her public or legal duties” (U.S Office Of Government Ethics). Bribery in deed has helped tons of people achieve their goals in almost every aspect of people’s life: Kids can be permitted to good schools; companies can get privileges in trades; unqualified candidates can be selected for competitive positions. Bribery has brought the society unfairness, and cause disorder in socials reflecting in wealth gap and power distances. The uprising country China, specifically, is one of the world’s leading highly corrupted country. Not only within nation...
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...For the exclusive use of M. Park, 2016. CASE: HR-1A DATE: 1995 (REV’D. 04/05/06) SOUTHWEST AIRLINES (A) “The workforce is dedicated to the company. They’re Moonies basically. That’s the way they 1 operate.” —Edward J. Starkman, Airline Analyst, PaineWebber Ann Rhoades, vice president of people for Southwest Airlines, was packing her briefcase at the end of a 17-hour day. Tomorrow was an off-site meeting with the top nine executives of Southwest Airlines. The agenda for the meeting was to review Southwest’s competitive position in light of recent actions by United and Continental, both of whom had entered Southwest’s low fare market. That day’s New York Times (September 16, 1994) had an article that characterized the situation as a major showdown in airline industry: This is a battle royal that has implications for the industry, said Kevin C. Murphy, an airline stock analyst at Morgan Stanley. The battle will, after all, be as much a test of strategy as a contest between two airlines. United and other big carriers like USAir and Continental have decided that they can lower their costs by creating a so-called airline-within-an-airline that offers low fares, few flights, and frequent service. The new operations are unabashedly modeled after Southwest, the pioneer of this strategy and keeper of the healthiest balance sheet in the industry.2 The reasons for this competition were easy to understand. Over 45 percent of United’s revenues came from passengers...
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...mind map in Week Four on your rEsourceSM course page). Be sure to incorporate appropriate citations from your readings and research. NOTE: The word count does not include the tables. Be prepared to propose your solution to your peers and defend your ideas. The instructor will determine the method that this defense will take. Please Note: Please remember that this is a study guide and to use it as such. You still need to put your assignment in your own words. You can summarize, and paraphrase the information in this guide to fit your needs but I would advise that you do not turn it in word for word as your own work or you risk plagiarism. Good luck with your studies! Problem Solution: Riordan In today’s global competitive business landscape, the successful management of a global workforce is crucial to the success of the entire organization. Success in this arena is contingent on many factors some of which are awareness of and adjustments to cultural dimensions, correctly applied management styles, and effective job design. Awareness of and adjustments to cultural dimensions is an important aspect of successfully managing a diverse workforce because of the direct impact these dimensions have on management functions. Cultural dimensions determine people’s values and ethics inventory, in short cultural dimensions affect how people approach life. People’s personal approach to life governs how they approach various aspects of their work and this in turn affects...
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...International Journal of Business and Management December, 2008 An Analysis of Business Challenges Faced by Foreign Multinationals Operating the Chinese Market Jianlian Wu International Management, University of Nottingham Ningbo 315100, China E-Mail: zlixcwj1@nottingham.edu.cn, qqnamei@163.com Abstract China’s rapid economic growth has presented numerous opportunities and challenges for foreign firms there. Many large corporations have established a China centre to coordinate and control their operations in the country. As firms have increased their presence in China, their concerns are increasingly focused on implementing successful management practices and strategies. This article describes the challenges and difficulties that multinational companies faced in Chinese market. It analyses roles played by the human resource function in these China, culture differences, social environment and other factors. Keywords: Challenge, Multinationals, Chinese market 1. Introduction Over the last few decades, the process of globalization has created unprecedented opportunities for global business investment and trade. Many multinational companies are attempting to expand their business international by many entry strategies such as joint venture and subsidiary. While China, with over 1.3 billion population and 9.6 million square kilometers (China Popin, 2008) has become a valuable land for foreign multinational companies. They try to enter the Chinese market by using many...
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...International Journal of Business and Management December, 2008 An Analysis of Business Challenges Faced by Foreign Multinationals Operating the Chinese Market Jianlian Wu International Management, University of Nottingham Ningbo 315100, China E-Mail: zlixcwj1@nottingham.edu.cn, qqnamei@163.com Abstract China’s rapid economic growth has presented numerous opportunities and challenges for foreign firms there. Many large corporations have established a China centre to coordinate and control their operations in the country. As firms have increased their presence in China, their concerns are increasingly focused on implementing successful management practices and strategies. This article describes the challenges and difficulties that multinational companies faced in Chinese market. It analyses roles played by the human resource function in these China, culture differences, social environment and other factors. Keywords: Challenge, Multinationals, Chinese market 1. Introduction Over the last few decades, the process of globalization has created unprecedented opportunities for global business investment and trade. Many multinational companies are attempting to expand their business international by many entry strategies such as joint venture and subsidiary. While China, with over 1.3 billion population and 9.6 million square kilometers (China Popin, 2008) has become a valuable land for foreign multinational companies. They try to enter the Chinese market by using many...
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...Men in Double Marginality--Chinese Diaspora “at home” . . . ! ! ! Ping Lin ! ! ! ! ! ! ! (2007 *! Men in Double Marginality--- Chinese Diaspora “at home” Ping Lin Abstract This paper uses data gathered from research project partially sponsored by Oriel College in Oxford and Academia Sinica in Taiwan to explore the adaptation of Mainlander Taiwanese in China. They moved from China to Taiwan in 1949 and back “home” with their descendents in 1990s. By examine the life of seventeen respondents in Dongguan/Shanghai in 2004-2005, we argue that they were in sense of double marginality despite the diversity of the sample. Whilst foreigners regarded China as a new territory to explore more economic benefits, these returnees were more likely to regarded China as a place with sense of belonging, not sense of colonising. However, they found that the real China was different from what they expected before return. They felt being excluded from Taiwan, but they also felt unwilling to participate in China due to this home disillusion. Further discussion on the adaptation of other type Taiwanese in China will be displayed in separated papers. Keyword: return migration, Taiwan, China! 1. Introduction Whilst most migration research focuses on why people move from poorer countries to richer countries and how they overcome the widely cultural gap in migration, there is little research stressing on migration either on the opposite direction or between countries with cultural proximity...
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...Joint venture is a type of strategic alliance. According to Merriam-Webster dictionary, joint venture is a contractual agreement joining together two or more parties for the purpose of executing a particular business undertaking. All parties agree to share in the profits and losses of the enterprise. Many U.S. companies are of the opinion that a foreign partner is the best way to gain access to the global emerging market (Hall, 1984). StonyField is considering going international .There are foreign markets that would otherwise be closed to U.S companies but the emergence of an international joint venture defuses that challenge. Though there are benefits in going into a joint venture, there are also some challenges which StonyField needs to consider before making the move. StonyField will need to weigh the pros and cons of such an alliance which are; Pros: Different skill set Joint ventures allow different parties to bring different skills to the table. Many companies that enter into joint partnerships pool their competencies to gain access to new technology, capital and skills, as well as critical business knowledge. This act of pooling different skill sets increases the value that can be manufactured (Jones, 2011). StonyField will gain new skill set while sharing their own competencies with the proposed joint venture company. Reduced complex inter-organizational relationships Joint ventures are always backed up with a legal agreement binding the companies involved in the...
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...Robbins, is having a difficult time with his first recruitment effort. Carl has hired 15 new trainees to work for Monica Carroll, the Operations Supervisor. The new employees were hired in April and have been promised to be ready by July. With two weeks left until the assigned training date, Carl began to review his hires’ documents. He noticed a host of problems: missing transcripts, incomplete applications, and drug screenings have not taken place. Carl then reviewed his own materials and found even more problems. He had only three copies of the training manuals he needed, and each manual was missing multiple pages. Frustrated and unsure of what his next move was, Carl decided to go for a quick walk. He decided he would check out the training room he had scheduled for orientation and found Joe, from technology services, setting up computer terminals. Carl reviewed the scheduling log and found that Joe had scheduled the training room for the entire month of June. Carl’s orientation was scheduled for June 15. A pattern of disorganization and an overall lack of preparation began to surface. Carl had two months to prepare for his orientation, but decided to review his material with two weeks left. ABC Inc. hired Carl six months prior to this recruitment, but he has not been given all the proper tools to perform his job....
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...LA INVERSIÓN EXTRANJERA DIRECTA Y LAS DIFERENCIAS CULTURALES Javier J. Hernández BADM 7100 Dr. Ahmad Jumah Programa Doctoral Facultad de Ciencias Económicas y Administrativas Universidad Interamericana de Puerto Rico Recinto Metro ABSTRACTO El presente artículo discute la importancia de las diferencias culturales en la decisión de las empresas de invertir en determinados países. Siendo la inversión extranjera directa una alternativa para promover el crecimiento económico, es importante que los países contemplen las variables culturales antes de embarcarse en estrategias para atraer capital extranjero. Sobre todo, será necesario proveer la infraestructura económica, social, legal y política que cumpla con las expectativas de aquellos países con características similares a la cultura nacional. De esta forma, se tendrá mejores oportunidades de éxito que obviando la distancia cultural. Palabras clave: Distancia cultural, inversión extranjera directa, variables culturales, Puerto Rico . Introducción La inversión extranjera directa es uno de los pilares de la globalización. Por años, la investigación académica ha discutido los efectos de esta práctica y sus beneficios sobre los países que la reciben. Los países hacen grandes esfuerzos e invierten recursos en diseñar el panorama óptimo para atraer dicha inversión extranjera como principal estrategia de desarrollo económico. En muchas ocasiones estos esfuerzos están dirigidos al desarrollo de infraestructura y a...
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...MARKETING AND BUSINESS ECONOMICS ALBERTA SCHOOL OF BUSINESS International Marketing MARK 644 - X50, Winter 2015 Instructor: Edy Wong, PhD Office: BUS 3 – 21B Phone: 780 492 8137 Email: edy@ualberta.ca Office Hours: By appointment Class Location: Business B 9 Class Times: Wednesday, 6:30 p.m. to 9:30 p.m. Course Duration: January 7th to April 8th, 2015 I. COURSE DESCRIPTION This course is designed to provide students with an understanding of how marketing principles and strategy must be adapted to the international business environment and how an effective international marketing strategy should be formulated. Topics for the course include an overview of the global business environment, influence of culture on consumer preferences and marketing strategy, effects of socio-economic and political factors on market analysis and marketing strategy, techniques of competitive analysis, logistical and supply chain considerations, and relevant government regulations on international trade. The learning strategy for this course will be based on a combination of class lectures, group discussions and presentations, and a group paper. Students are encouraged to contribute to the learning process by drawing on their professional and business experience in class discussions and projects. Learning outcomes in this course will include an understanding of the principles of international marketing, an appreciation of the relevance of politics, culture and international...
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...Business Ethics across Cultures Article Review XMGT/216 3/24/13 Jennifer Moore Globalization is a process which has taken place since the first traders and merchants began visiting other countries to bring food and goods back for sharing with their country. Countries take pride in sharing their culture and perspectives with any person whom enters their country. In today's economy we have the Internet, and the use of digital information to help focus on globalization. The updated technology helps create a well-planned business strategy for merging with organizations in different organizations. Creating a business transaction with organizations is difficult because most countries have different religious beliefs, they eat different foods, and speak a different language, and this becomes a difficult task to accommodate to what people of other countries are wanting from the business transaction. Organizations that choose to work with companies in other countries make take caution in how they communicate with one another. Through time organizations doing business with other countries have begun taking all steps necessary to make business transactions with international businesses. Many large corporations have begun doing successful transactions with other large corporations, and governments of various countries have begun working together to help better businesses throughout the world. If two international businesses choose to combine practices to better both parties involved...
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...TLFeBOOK Blue Ocean Strategy Blue Ocean Strategy How to Create Uncontested Market Space and Make the Competition Irrelevant H A R VA R D B U S I N E S S S C H O O L P R E S S BOSTON, MASSACHUSETTS ( ) ( ) ( ) ( ) ( W. Chan Kim Renée Mauborgne Copyright 2005 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America 09 08 07 06 05 5 4 3 2 1 No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. Library of Congress Cataloging-in-Publication Data Kim, W. Chan. Blue ocean strategy: how to create uncontested market space and make the competition irrelevant / W. Chan Kim, Renée Mauborgne. p. cm. Includes bibliographical references and index. ISBN 1-59139-619-0 (hardcover: alk. paper) 1. New products. 2. Market segmentation. I. Mauborgne, Renée. II. Title. HF5415.153.K53 2005 658.8 02—dc22 2004020857 The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Publications and Documents in Libraries and Archives Z39.48–1992 To friendship and to our families, who make our worlds...
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