...12-ICIT 9-11/4/07 in RoC Going for Gold ~ Best Practices in Ed. & Public Paper # : 07-08 Page- 1 /7 Challenges of Intercultural Management: Change implementation in the context of national culture Prof. Taina Savolainen School of Business, Management and Leadership, University of Joensuu, Finland taina.savolainen@joensuu.fi ABSTRACT This keynote address considers change implementation in the globalizing business environment in the context of culture. Organizations seek ways to cope with new situations in order to survive and be competitive. The primary strategic challenge in multicultural change processes is managing and implementing change successfully. The paper discusses the means of creating readiness for change and challenges they present to intercultural management. Keywords: Change, coping, culture, intercultural, implementation, middle management, readiness 1.0 Introduction Sustaining competitiveness force business organizations to adapt major changes and seek strategies that may be realized in varying, different cultural environments. This presents challenges to multicultural management, in general, and change implementation processes, specifically. Change implementation does no more concern organizational culture only. It is also dependent on understanding different national cultures and having behavioural skills accordingly. Organizations face, thus, constant challenge of change in management (Ascari, Rock & Dutta, 1995). Economic and social forces...
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...Intercultural Management Analysis (IMA) | Blue Ridge Spain Case | Adam HughesNam DangJoanna Savva | 3004IBA Intercultural Management | Table of Contents Summary MBI Analysis Excel Cultural Scenario Map Recommendations for a Business Solution References Appendix A – Cultural Summary and Observations Summary 1. Case: Blue Ridge Spain case 2. Key Business/Management Issues: Blue Ridge restaurants, a profitable franchised joint venture is facing dissolution at the hands of its incumbent owners Delta foods corporation. The managing director of Blue Ridge Yannis Costas has been aimlessly attempting to convince his superiors to remain partners, but in turn is completing an imminent foreclosure strategy. Sodergran the in experienced native Fin vice president of Delta Foods is crusading to dictate management and expansionary contract terms, must to the dismay of Blue ridges Costas and its Spanish counterparts at Terralumen, most notably its company president Andres Balaguer. . 3. Goal: Before the new owners Delta Food Company, Blue Ridge Restaurants have been operating with much success. If the joint venture were to dissolve Blue Ridge Restaurants may have to close down. The goal is to resolve the issue with all counter parts and continue with a joint venture. 4. Key Players: Yannis Costas Greek/American, (Blue Ridge Managing Director). Andres Balaguer Spanish, (Terralumen Company President) Mikael Sondergran Finish, (Delta foods corporation...
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...UNLV Theses/Dissertations/Professional Papers/Capstones 12-2008 Managing cultural diversity in hospitality industry Yi Gong University of Nevada, Las Vegas Follow this and additional works at: http://digitalscholarship.unlv.edu/thesesdissertations Part of the Hospitality Administration and Management Commons Repository Citation Gong, Yi, "Managing cultural diversity in hospitality industry" (2008). UNLV Theses/Dissertations/Professional Papers/Capstones. Paper 480. This Professional Paper is brought to you for free and open access by Digital Scholarship@UNLV. It has been accepted for inclusion in UNLV Theses/ Dissertations/Professional Papers/Capstones by an authorized administrator of Digital Scholarship@UNLV. For more information, please contact digitalscholarship@unlv.nevada.edu. 1 MANAGING CULTURAL DIVERSITY IN HOSPITALITY INDUSTRY by Yi Gong Bachelor of Science China Chongqing University 1998 A professional paper submitted in partial fulfillment of the requirements for the Master of Science in Hotel Administration William F. Harrah College of Hotel Administration Graduate College University of Nevada, Las Vegas December 2008 2 ABSTRACT Managing Cultural Diversity in Hospitality Industry By Yi Gong Gail Sammons, Committee Chair Professor of Hotel Management University of Nevada, Las Vegas Cultural diversity has become a major issue in the hospitality industry of the United States. This paper focuses on analyzing the change faces and...
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...Competitive Advantage 9 Porter’s Value Chain 12 Porter’s Generic Strategies 15 IV. CORPORATE STRATEGY 16 o o o The scope of the firm 16 Vertical and Horizontal Diversification 20 Managing the corporate portfolio 23 V. GLOBAL STRATEGY AND THE MULTINATIONAL CORPORATIONS 25 o o o o o Patterns of internationalization 25 Analyzing competitive advantage in an international context 25 International Location of Production 27 Global integration vs. National differentiation 27 Strategy and organization within the multinational corporation 28 VI. VII. VIII. CONCLUSION 28 APPENDIX 29 BIBLIOGRAPHY 30 I. Introduction COMPANY PROFILE Nokia is a Multinational communications and information technology Corporation, with headquarters in Finland. Even though, their product portfolio is quite diverse, their main products are mobile phones and IT devices. Nokia occupied the leadership position in the mobile phones’ industry for more than a decade; however in 2011 this position was lost. The introduction of the smartphones in the market, the scandal related with Stephen Elop’s memo, ex-CEO (Ratner Effect), and the loss of trust in the brand related with the too-early announcement of changing in the operating system (Osborne Effect); resulted in a boycott both from carriers and retailers against Nokia that had a strong negative impact in its performance and overall results. As a consequence, Nokia...
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...Rambau, Kristina Hennes & Mauritz: Analysis of the strategic position in marketing terms Seminar paper Document Nr. V101131 http://www.grin.com/ ISBN 978-3-638-99552-8 9 783638 995528 Assignment: BS307 Semester A Year 2000/2001 “Hennes & Mauritz – Analysis of the strategic position in marketing terms” Module: Strategic Marketing Module Tutor: John Batten University Identification Number: 00054801 Scheme: BA (Hons) Marketing Strategic Marketing University Identification Number: 00054801 1 Introduction The first “Hennes” store, a women’s clothes store, was opened in Vastaras, Sweden, in September 1947 by its founder Erling Persson. After expanding to Stockholm, Persson bought a hunting and gun store in 1968, where he sold men’s clothes and which he called “Mauritz”. The new company “Hennes & Mauritz” (H&M), which is Swedish for “Hers & His”, was born. Today H&M is one of the most successful clothing retailers in Europe. It sells around 400 million garments a year and has 620 stores in 14 countries. In April 2000 H&M started going global by successfully expanding to the United States, with its first shop on the Fifth Avenue in New York. The company does not manufacture itself but works together with approximately 900 suppliers in Europe and Asia. To supervise this production H&M maintains twenty production offices around the world. Around 26500 employees are working for H&M in these days, most of them in one of the shops. The overall turnover of the...
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...Chapter 12. & YOUTH INFORMATION and COMMUNICATION TECHNOLOGIES(ICT) The definitions and ideas applied to information and communication technologies and the modern media culture are examined in the beginning of this chapter. The characterizations of media culture are then explored from the perspective of young people, and the links between youth and ICT are investigated. The dominant cultural logic with regard to ICT is outlined, and different forms of the digital divide are presented. Some global aspects of ICT use among youth are reviewed, using both primary and secondary sources. New forms of youth socialization brought about by the emergence of ICT are examined, and the chapter concludes with a set of recommendations. INTRODUCTION Young people today live in a world characterized by dramatic cultural, economic, social and educational differences; individual circumstances depend largely on where a person is born and raised. More than 800 million adults (two-thirds of them women) still lack basic literacy skills; at the other end of the spectrum, the use of information and communication technologies (ICT) is skyrocketing. Notwithstanding the immense diversity in living environments, an unprecedented and unifying global media culture has developed that challenges and often surpasses such traditional forms of socialization as family and school. This complex cultural situation—in which young people are struggling to find direction in their lives or simply to survive, to improve...
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...Language an important factor in multinationals: The impact of language across cross-cultural leadership, management and communication Abstract The purpose of this literature review is to analyze the impact of language on various leadership and management contexts in multinational organizations which operates across different cultures. This paper examines the extent of literature which have focused on the study of language and its impact on activities concerned with leadership and management in multinationals. The main focus being the impact on headquarter and subsidiary communication, knowledge sharing and management contexts, this paper details the literature which suggest that multinationals would be better off by focusing on language and developing language policies which better suit its nature rather than taking language as a granted factor. The objective of this paper is to conclude that language difference across different cultures can no longer be left unattended as its as various implication internally as well as externally for corporations which are operating with different cultures and different languages. Keywords: Language, MNC, multinationals, leadership, management, communication, knowledge sharing, language policy Introduction The growing integration of companies from all around the globe is increasing the race towards a global village. Companies that operate beyond borders are the most influential of them all. Multinational companies are crossing their national...
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...Point of view What the future demands: The growing challenge of global leadership development B What the future demands: The growing challenge of global leadership development Companies worldwide seem to be seized by a new enthusiasm for innovation and growth after a sobering period of retrenchment and downsizings. Fast-moving technologies, rapid global expansion, shifting business models, mergers and acquisitions all hold out dazzling possibilities. But in order to capitalize on these opportunities, corporate leaders are confronting a serious need for new kinds of talent and leadership. One has the sense that CEOs all over the world are emerging from strategy sessions and turning to their HR leaders with the same questions: How will we get our company from here to there? And do we have the leadership to make that transition? HR executives bear increasing responsibility for helping their organizations find and develop leaders who can move their companies forward – and then for helping those leaders to succeed. This responsibility is complicated by the fact that it’s often difficult to get a clear view into the future state of the business. Among the outstanding questions for HR executives: ■ How fast must we be prepared for change throughout the organization and change at the top? What leadership skills are required for the future? How do we ensure that we hire, develop and retain the people with the right skills – intellectually, technologically and emotionally...
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...Cross-Cultural Communication Theory and Practice Barry Tomalin; Brian J. Hurn ISBN: 9780230391147 DOI: 10.1057/9780230391147 Palgrave Macmillan Please respect intellectual property rights This material is copyright and its use is restricted by our standard site license terms and conditions (see palgraveconnect.com/pc/connect/info/terms_conditions.html). If you plan to copy, distribute or share in any format, including, for the avoidance of doubt, posting on websites, you need the express prior permission of Palgrave Macmillan. To request permission please contact rights@palgrave.com. Cross-Cultural Communication 10.1057/9780230391147 - Cross-Cultural Communication, Brian J. Hurn and Barry Tomalin Copyright material from www.palgraveconnect.com - licensed to Griffith University - PalgraveConnect - 2014-04-12 This page intentionally left blank 10.1057/9780230391147 - Cross-Cultural Communication, Brian J. Hurn and Barry Tomalin Copyright material from www.palgraveconnect.com - licensed to Griffith University - PalgraveConnect - 2014-04-12 Cross-Cultural Communication Theory and Practice Brian J. Hurn and Barry Tomalin Copyright material from www.palgraveconnect.com - licensed to Griffith University - PalgraveConnect - 2014-04-12 10.1057/9780230391147 - Cross-Cultural Communication, Brian J. Hurn and Barry Tomalin © Brian J. Hurn and Barry Tomalin 2013 Foreword © Jack Spence 2013 All rights reserved. No reproduction, copy or transmission of this...
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...A STUDY ON BARRIERS OF CROSS-CULTURAL COMMUNICATION IN ELECTRONICBASED COMPANIES 1 Bibi Noraini Bt Mohd Yusuf, 2Zurina Bt Zulkifli, 3Intan Maizura Bt Abd Rashid, 4Syahida Bt Kamil, 1,2,3,4 School of Business Innovation and Technopreneurship Universiti Malaysia Perlis 1 bibinoraini@unimap.edu.my, 2Zurina@yahoo.com, 3Intan Maizura@unimap.edu.my, 4syahida@unimap.edu.my, Abstract Rapid growths in economic development and trade globalization have necessitate the number of firms to expand and extend their businesses abroad. A sizeable number of firms have been opening new plants in other countries or hiring their employees from overseas, creating a diversity of workforce. A diversified workforce will create cross-cultural differences leading to cross-cultural communication. This research aims to analyze the barriers of cross-cultural communication in electronic-based companies. The subjects for this study, comprising company operators and middle to top management were randomly selected from electronic-based companies domiciled in Northern Peninsular Malaysia. This study adopted a quantitative approach method, where questionnaires were distributed among 200 employees. Analysis of data compiled was carried out using the SPSS version 20.0 mode. Through an in-depth analysis and application of this study, there is a bigger impact of multinational firm communication in the cross-cultural communication. In addition, the dimensions of national cultures, high and low context...
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...Volume III Liz Mohn A Cultural Forum Corporate Cultures in Global Interaction Bertelsmann Foundation Gutersloh 2003 A Cultural Forum Corporate Cultures in Global Interaction Global Business Culture – an International Workshop, held in November 2002 in Gutersloh Content 04 05 Content 6 Foreword Liz Mohn Part I: Cultural Diversity as a Challenge for the Management of Globally Acting Companies: Forming Process of Interaction and Acculturation Global Corporate Cultures: Management between Cultural Diversity and Cultural Integration Wolfgang Dorow, Susanne Blazejewski Competing on Social Capabilities: A Defining Strategic Challenge of the New Millennium Piero Morosini Cultural Complexity as a Challenge in the Management of Global Companies Sonja Sackmann Managing Cultural Diversity: Insights from Cross-Cultural Psychology Felix Brodbeck Part II: Trust – Leadership – Conflict Management: Topics of Growing Importance to Multinational Companies at a Time of Globalization Corporate Culture of a Global Company: The Volkswagen Group Ekkehardt Wesner Organisational and Cultural Change at Deutsche Post World Net Joachim Kayser TOSHIBA EUROPE GmbH – An Example of Corporate Culture in Global Interaction Dirk Mandel Topics on the Increasing Significance of Globalization for Multinational Enterprises Gerhard Rübling List of Contributors 10 12 30 58 82 96 98 106 112 115 120 Foreword 06 07 Foreword Liz Mohn Mergers and...
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...World retail Banking report 2012 Contents 3 4 7 Preface Key Findings Chapter 1: 8 12 21 Unlocking Pathways to Greater Customer Loyalty Customers Express Conflicting Sentiments toward Banks The Need for a Customer Experience Index The Growth of Mobile Banking 25 Chapter 2: At a Crossroads, Retail Banks Must Identify and Prioritize Core Strengths The Ground Beneath Banks Is Shifting Traditional Tactics Are Less Effective in the Current Environment The Way Forward: Extreme Measures for Extreme Times 26 28 32 40 41 Methodology About Us Preface Capgemini and Efma are pleased to present the 2012 World Retail Banking Report. Retail banks around the world are struggling to maintain their competitiveness in the face of severe external challenges. Massive debt loads are threatening the global economy, while stringent regulations put in place as a result of the financial crisis of 2008 are staunching traditional revenue streams. Customers, still distrustful of the industry, have become increasingly accepting of nonbank alternatives, and social media is giving them an opportunity to publicly explore them. More than ever, retail banks must strive to create stronger bonds with their customers. The 2012 World Retail Banking Report addresses this imperative by establishing a new framework for identifying and measuring success in retail banking. Specifically, our Customer Experience Index (CEI) offers a mechanism for accurately taking stock of the critical...
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...1 of 19 http://go.galegroup.com.ezp01.library.qut.edu.au/ps/i.do?id=GALE|A... Title: Information technology in human resource management: an empirical assessment Author(s): Ibrahim Akman and Alok Mishra Source: Public Personnel Management. 39.3 (Fall 2010): p271. Document Type: Article Copyright: COPYRIGHT 2010 Sage Publications, Inc. http://www.sagepub.com.ezp01.library.qut.edu.au Abstract: The present paper begins by introducing a number of observations off the applications of information technology (IT) in the field of human resource management (HRM) in general. This is due to the fact that IT and its wide range of applications have already made their presence felt in this area. This will be followed by a report on the findings of a survey on the present trends in organizations with in the different sectors in Turkey. Although the impact of IT on HRM has long been attracting the interest of academics, no empirical research has ever been realized in this field in Turkey, and few studies have been reported elsewhere. The survey was conducted among the 106 IT managers and professionals from various sectors, based on whose results, the data shows that IT is used extensively in the organizations to perform HRM functions in Turkey's dynamic economy. The results also indicated that, while IT has an impact on all sectors in terms of HRM to certain extent, the types of IT used vary significantly between recruitment, maintenance, and development tasks. However...
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...MANAGING CULTURAL DIFFERENCES SIXTHEDITION MANAGING CULTURAL DIFFERENCES SERIES Managing Cultural Differences: Global Leadership Strategies for the 21 st Century, Sixth Edition Philip R. Harris, Ph.D., Robert T. Moran, Ph.D., Sarah V. Moran, M.A. Managing Cultural Diversity in Technical Professions Lionel Laroche, Ph.D Uniting North American Business—NAFTA Best Practices Jeffrey D. Abbot and Robert T. Moran, Ph.D. Eurodiversity: A Business Guide to Managing Differences George Simons, D.M. Global Strategic Planning: Cultural Perspectives for Profit and Non-Profit Organizations Marios I. Katsioulodes Ph.D. Competing Globally: Mastering Cross-Cultural Management and Negotiations Farid Elashmawi, Ph.D. Succeeding in Business in Eastern and Central Europe—A Guide to Cultures, Markets, and Practices Woodrow H. Sears, Ed.D. and Audrone Tamulionyte-Lentz, M.S. Intercultural Services: A Worldwide Buyer’s Guide and Sourcebook Gary M. Wederspahn, M.A. SIXTH EDITION MANAGING CULTURAL DIFFERENCES GLOBAL LEADERSHIP STRATEGIES ST FOR THE 21 CENTURY 25TH ANNIVERSARY EDITION PHILIP R. HARRIS, PH.D. ROBERT T. MORAN, PH.D. SARAH V. MORAN, M.A. JUDITH SOCCORSY Editorial Coordinator Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2004, Philip R. Harris, Robert T. Moran, Sarah V. Moran. All rights reserved. No part of this publication may be reproduced, stored in a...
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...Available online at www.sciencedirect.com ScienceDirect Procedia - Social and Behavioral Sciences 110 (2014) 1251 – 1261 Contemporary Issues in Business, Management and Education 2013 Virtual teams: opportunities and challenges for e-leaders Snellman Carita Liliana* a Metropolia University of Applied Sciences, Business, Leiritie 1, Vantaa 01600, Finland Abstract In the globalized world with crucial technological changes, leaders are facing unforeseen opportunities as well as challenges while striving to reach their objectives. Such changes have led to organizational restructurings and implied rethinking of leadership functions and practices. Changing organizational structures, from traditional hierarchical towards lower and more flexible ones, have made leaders organize work in new ways. Teams account for one new way of organizing work and reaching organizational goals. Likewise, globalized markets have made leaders search for new solutions to meet the needs of customers. In consequence, organizations strive for competitive advantages through downsizing, subcontracting, joint ventures, strategic alliances, and other collaborative and network-based alternatives which are typically facilitated by virtual teams. Virtual teams are geographically and organizationally dispersed teams that function over time zones. Due to such dispersion, physical contact in virtual teams is reduced or lacking altogether which means that collaboration is enabled by IT-solutions...
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