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
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GLOBAL JOURNAL OF BUSINESS RESEARCH ♦ VOLUME 6 ♦ NUMBER 1 ♦ 2012 INFLUENCE OF ORGANIZATIONAL CULTURE ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR: A THREE-SECTOR STUDY Jagannath Mohanty, Institute of Management Technology, Nagpur Bhabani P Rath, Berhampur University, Berhampur ABSTRACT In recent years, the employer expectations have witnessed an upward surge, in anticipation of certain discretionary behaviors out of their employees, which fall beyond the purview of workplace requirement and
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an aging workforce, especially in high-income countries, makes the issue of diverse team building critical. The purpose of this paper is to explore the issue of team diversity and team performance through the examination of theory and empirical research. Specifically, the paper seeks to answer the question: “How might individuals with diverse characteristics such as culture, age, work experience, educational background, aptitude and values, become successful team members?”. Design/methodology/approach
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Global Business Cultural Analysis: Russia Liberty University School of Business BUSI 604-B05 Dr. Wallace Saunders July 4th, 2014 Honor Code I have neither given nor received any assistance on this assignment that has not been disclosed in the document submitted. I have not violated nor observed any violations of the Liberty University Honor Code as it applies to this assignment. Signed: Abstract Russia spans 11 times zones and with 147 million people the business opportunities
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Contents 1. Introduction2 2. Culture2 2.1 L’Oréal in China: Product line 2.1.1 Product line: Facial Skin Care………………………………………………………….2 2.1.2 Product line: Skin Whitening……………………………………………....................3 2.2 L’Oréal in the USA: Product line 2.2.1 Product line: Eyes Makeup……………………………………………………………..4 2.2.2 Product line: Skin Tanned……………………………………………………………....5 2.3 Comparison and analysis………………………………………………………………………..6 2.4 Improvements and recommendations……………………………………………………
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Chapter 7 Cultural Diversity in Cross-Border Alliances Susan E . Jackson Randall S . Schuler Introduction Increasingly, firms are using cross-border alliances to strengthen and maintain their position in the market place . Although often seen as a relatively fast and efficient way to expand into new markets and incorporate new technologies, the success of cross-border alliances is by no means assured . To the contrary, such alliances often fall short of their stated goals and objectives
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HOFSTEDE: Cultures And Organizations - Software of the Mind Culture as mental programming In Western languages 'culture' commonly means 'civilization' or 'refinement of the mind' and in particular the results of such refinement, like education, art, and literature. This is 'culture in the narrow sense; 'culture one' Culture as mental software, however, corresponds to a much broader use of the word which is common among social anthropologists: this is ‘culture two’. In social anthropology, 'culture'
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Journal of International Business and Cultural Studies When East and West Meet, Page 1 When East and West Meet: An Essay on the Importance of Cultural Understanding in Global Business Practice and Education S. J. Chang Illinois State University ABSTRACT As today’s business decisions and choices are increasingly influenced by the diverse cultural backgrounds and perspectives of various corporate stakeholders, it is critical for business managers to have multicultural understanding. This motivates
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owned, which in turn means that more and more employees are getting foreign employers. The ongoing globalization process is indicating this trend will continue. The question is if the foreign investor will prioritize development in Sweden or if the research and development departments will be moved out from Sweden. A common effect of foreign acquisitions of Swedish companies has been the move of head offices out from Sweden, which can cause Sweden to lose competences in how to lead a large organization
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2 LEARNING OBJECTIVES After reading this chapter you should be able to •• describe the basic characteristics of culture and explain how cultural dimensions can be used in global HRM, •• describe how the institutions of society can shape HRM policies and procedures, •• discuss the possibility of the convergence of HRM across countries, •• explain how the heritage of state socialism continues to influence the context of HRM in transition economies, and •• discuss the effects of cultural and
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