India – A Cultural Profile for Business by Brian Moore MBAA 604 International Management and Aviation Policy Embry-Riddle Aeronautical University Daytona Beach, Florida March 6, 2011 Table of Contents ABSTRACT 3 INTRODUCTION 4 DISCUSSION 5 Country Background 5 Business Culture 7 Comparison to American Business Culture 12 Tips for Conducting Business with Indians 15 CONCLUSION 16 REFERENCES 17
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is sustainability rapidly becoming a new competitive advantage. The interest in the sustainability of supply chains has been a rising issue in recent years (Beske, 2012). This concept is defined by Seuring & Muller, 2008, p. 1700 as: “the management of material, information and capital flows as well as cooperation among companies along the supply chain while taking goals from all three dimensions of sustainable development, i.e., economic, environmental and social, into account which are derived
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Master TEW International Business cases - Van Hoof Q 186 uickprinter Koningstraat 13 2000 Antwerpen www.quickprinter.be 2.90 EUR International Business: Cases Case 1: Whirlpool Whirlpool’s Dramatic Turnaround through Internationalization Whirlpool exemplifies how internationalization can rejuvenate declining sales and optimize cost structures. Background Headquartered in Benton Harbor, Michigan, Whirlpool Corporation makes washers, dryers, refrigerators, dishwashers, freezers
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services. Practical implications – Given that the brand equity scale is invariant across countries, researchers and international marketing managers can use this instrument to measure and manage brand equity across countries. This is suitable for testing theoretical and conceptual relationships in different national settings and allows managers to design and implement efficient international brand strategies. Originality/value – The study contributes to the scarce literature testing the cross-national
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sales (e.g. local production) Operations risks Society Political system Ethnic and religious groups Languages Demographic structure Cultural distance Political risks Market system Players Flows of products and services Flows of information Producers and traders Sub-markets National and international competitors Wholesalers and retailers Competitive intensity Infrastructure Customers Telecommunications infrastructure Health care system
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JOCM 11,4 282 Foreign companies and Chinese workers: employee motivation in the People’s Republic of China Terence Jackson Centre for Cross Cultural Management Research, EAP European School of Management, Oxford, UK and Mette Bak BASF, Shanghai, China Introduction: the challenge of motivating Chinese employees At the end of 1978, during its “third plenum”, the Chinese Communist Part Central Committee gave economic reform top-level priority. Following the Second Session of the Fifth National
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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
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within a given culture? a) Individualism b) uncertainty avoidance c) masculinity d) femininity 2. Jane greatly values achievements and success. Fred on the other hand, values time with family and friends. Based on Hofstede’s cultural dimensions, Jane is likely to come from a _____culture, while Fred is likely to come from a _____ culture. a) high power distance; low power distance b) high risk loving; low risk loving c) individualistic; collectivist d) achievement
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Communication in theory and practice: Analysis of cultural influence, strategy applicability, and stakeholder relevance in Australia and New Zealand Natascha Pancic A thesis presented in partial fulfilment of the requirements for the degree Master of International Communication Unitec New Zealand, 2010 ABSTRACT This research project explores crisis communication in theory and practice in Australia and New Zealand with specific focus on cultural influence, strategy applicability, and stakeholder
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of Human Resource Management in Borderless world AUTHORS Parag A. Narkhede Lecturer Dr. Seema P. Joshi Reader & Head Department of Management Studies North Maharashtra University, Jalgaon (MS) India Office: P.O. Box No. 80, Umavinagar, Jalgaon 425001 Tel: 0257-2258415 (Direct), 0257-2258428 to 38 ext- 461,462 Fax: 0257-2239345, 2258403 Mobile: 09422778876, 9890002496 E-mail - paragnarkhede@yahoo.com, manonya_jal@dataone.in Challenges of Human Resource Management in Borderless world
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