domestic phase, corporations in one country usually neglect the need to decrease inconvenience aroused by cultural diversity, which may makes it difficult to broaden their business or win market share in other countries with different cultural contexts. In multi-domestic phase, firms begin to cater to the needs of each market segment with different cultural backgrounds since they realize that cultural diversity is a huge challenge in business expansion. Multinational phase witnesses the expansion of
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Cultural Challenges When Entering the Global Market Prepared by: Dennis M. Reilly, Regent University, LDSL 724, Cultures & Values I. Executive Summary Globalization can be defined as the inevitable integration of markets, nation-states, technologies and people in a way that is enabling individuals, organizations and nation-states to reach around the world farther, faster, deeper, and cheaper than ever before. Culture has become a highly significant factor in determining the success
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ANRV296-PS58-19 ARI 17 November 2006 1:33 Annu. Rev. Psychol. 2007.58:479-514. Downloaded from arjournals.annualreviews.org by University Of Maryland on 12/11/06. For personal use only. Cross-Cultural Organizational Behavior Michele J. Gelfand,1 Miriam Erez,2 and Zeynep Aycan3 1 Department of Psychology, University of Maryland, College Park, Maryland 20742; email: mgelfand@psyc.umd.edu 2 Technion, Israel Institute of Technology, Technion City, Haifa, Israel 32000; email:
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organisations (MNC’s) manage their geographically dispersed workforce in order to sustain their competitive advantage. Literature shows that globalisation has brought about new challenges and increased complexity for human resource (HR) directors in managing organisational systems in areas of recruitment and selection and training and development (Kayworth and Leidner, 2000; Selmer, 2001; O’Leary, Cummings, 2002). Geographical dispersion has created trends correlated with several challenges IHR managers
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management, including post-sale service and product recovery (p.191-192). Even though these areas are important, Johnson (2006) underemphasized the importance and affects of cultural values and managerial philosophies on supply chain management organizations (Robbins & Judge, 2007). Anwar and Chaker (2003) demonstrated that cultural values and managerial philosophies are indigenous factors that are rooted within a given country. For example, Arabian managers are pugnacious, gregarious, and prefer
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Topic: Southern Cross Health Systems Topic: Southern Cross Health Systems MGMT2002 Managing Business Communications MGMT2002 Managing Business Communications Tutor: Han Ayshan Tutorial Time: Thursday 3pm-4pm Completion Date: 25th September 2014 Word Count: 2420 Tutor: Han Ayshan Tutorial Time: Thursday 3pm-4pm Completion Date: 25th September 2014 Word Count: 2420 EXECUTIVE SUMMARY The purpose of this report is to critically analyse the Southern Cross Health Systems
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Managing Oral Communication (Project Report) ‘A critique of issues and challenges for cross cultural communication of a recent Joint Venture’ Submitted To: Prof. V. Chandra Submitted By: Anuj Verma (14PGDM073) Harsimran Singh Sandhu (14PGDM082) Mohak Jain (14PGDM092) Pallak Joshi (14PGDM102) Shikha (14PGDM110) Tanya Kapoor (14PGDM121) Vrashank Sharma (14PGDM131) Dated: 21 August 2014 Table of Contents Serial No. Contents Page No. 1 2 3 4 5 6 Introduction Specifics of
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Key issues in cross-cultural business communication: Anthropological approaches to international business Tian Guang* and Dan Trotter Shantou University, Shantou City, Guangdong Province, Southern China. Accepted 8 March, 2012 Cultural factors have long been known to influence the communication and success potential of competition. Cultural awareness shapes how business firms behave in cross-culturally reflected international markets. It is broadly recognized that cultural factors act as invisible
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towards a world with an interdependent global economic system. This interdependent global economic system is commonly referred to as globalization (Saee 2005). The book written by John Saee, Managing Organizations in a Global Economy: An Intercultural Perspective, suggests that the growth of global trade, cross-border investments, mass migration, large-scale tourism, and much more has turned the world into more of a “global village” (Saee 2005). While globalization has effected nearly every aspect
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international business. The chapter begins with a discussion of Hofstede’s work concerning individual behavioral differences, and then relates his ideas to motivation, leadership, and decision making. Finally, issues related to creating and managing cross-cultural teams are discussed. INDIVIDUAL BEHAVIOR IN INTERNATIONAL BUSINESS Individual differences are reflected in personality traits. Attitudes, perception, creativity, and stress also are factors in influencing individual behavior.
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