...2. Religion 4 2.1 Christianity in Singapore 4 2.2 Buddhism in China 5 2.3 Common and distinguish 6 3. Language 6 4. Custom 7 5. Conclusion 7 1. Introduction Technology to make the world exchange information more frequently. One developed and famous country can attract people from different countries into. People have dreams to make more money and a better life came to the country. It certainly will increase the communicating across cultures opportunities and impact in across cultures. Singapore is a typical example. Cross-cultures refers to the globalization, social mobility increased and ethnically mixed by a kind of social phenomenon. This phenomenon will change tradition and create new culture. Singapore has gathered Chinese, Malay, Indian and so on the different culture. We should to cultural differences or conflict cultural phenomenon, customs, habits to have sufficient and correct understanding, and on this basis to include attitude to accept and adaptive. I introduce the detail about across cultures when I stay at Singapore and some in Thailand tourism experiences. It includes religion, language and custom. 2. Religion 2.1 Christianity in Singapore Singapore is a multiethnic and multicultural immigrant society, thus collected the world many religions. Christianity is a popular religion in Singapore. It is the second largest religion in Singapore, with large numbers of believers. I used to belong to a team of Christ in Singapore. Its members are more...
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...product only without the need for services, despite the importance of the service and the pivotal role it plays in achieving sustainability and loyalty by customers. Nowadays, and with the increasing the need for services and after Vargo and Lusch invite the researchers to think and increase their interest in service dominant logic due to its effectiveness and its strategic role in the integration and customer loyalty. The drafting style of marketing is a challenge in both services and goods, and comes through studies and analyses of the target market sector , and to improve the marketing mix level commensurate with satisfying the needs of customers, as we know that all of the intangible services and tangible goods arrive together to satisfy the needs of customers which need several ways and methods in a way of marketing them. This paper aims to analyze the impact of the service dominant logic which is developed Vargo (2008) in a modern concepts of the marketing in terms of relationship between the company and the customer and to expand beyond social trends such as relations and cooperation between the company and the consumer including participation, dialogue and discussion. Also , by taking into consideration the literature relating to the service dominant logic and methods of developing in order to achieve sustainability and loyalty . Vargo (2008) focused in his researches on the service dominant logic challenging the good dominant logic and its potency in the world...
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...bureaucracy of Japan Face-saving The increasing stress Introduction For discussing about the culture of the Japanese companies, we think that the type of the culture in Japan business is the task type. In Charles Handy’s theory, there are four types of behavioral characteristics: Zeus (power); Apollo (role); Athena (task); Dionysus (personal). We think that the Japanese culture is the task culture. The task culture is job- or project- oriented. Much of the power and influence lies at the connecting points of the organization. The whole emphasis of the task culture is on getting the job done. It is the job of manager to be concerned with the continuous and successful solution to problems. Influence is based on expert power rather than on position. The task culture uses the unifying power of the group to improve efficiency and to link individuals with the objectives of the organization. It is appropriate where flexibility and sensitivity to the external environment is important, and where speed of reactions is important. Groups, project teams or task forces are formed for a specific purpose and can be reformed, abandoned or continued. The organization works quickly, since each group ideally contains all the decision-making powers required. Individuals find in this culture a high degree of control over their, judgment by results and easy working relationships within the group, with mutual respect based upon capacity rather...
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...could strengthen their business and also enhance customer service through involving their diverse workforce. It means that multinational companies could make use of cultural sensitivity, language skills, market knowledge and information of business networks at their own countries to drive business growth. (Nataatmadia & Dyson, 2005). However, multinational companies will also have some problems or challenges. Communication in multinational companies would be a lot more difficult because they employ employees from various countries. People from different countries have different cultures; this is the reason why this factor could cause them to fail to understand each another. Moreover, companies which operate in various languages areas will have difficulties at communicating with the local employees because they speak different language. (Kundu, 2001). SICLI have problem in coping with the new management style after the company was acquired by Williams Holdings PLC. This company is a multinational company because it operates in many countries. Moreover, the company also employs workers from various countries. This is why they need to find out what policies could help the company to minimize the problems. Section A Companies like SICLI or Williams Holdings PLC that operates in several of countries and employs employees from different countries should adopt some policies in order to prevent problems. To settle these issues, the CEO of SICLI or Williams Holdings PLC must adopt...
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...constant support and understanding during the work. SHUBHANGI SINGH A3907508034 IMBA A-16 (2008- 2012) Amity School of Business e- Mail – shubhangi_singh@live.in INDEX SERIAL NO. PARTICULARS PAGE NO. 1. Abstract 03 2. Introduction 04 3. Methodology 07 4. Literature review 08 5. Discussion 14 6 Conclusion 15 7. Suggestions 16 6. Appendices 17 7. References 18 ABSTRACT Confronted by the globalization of markets, increasing competition, deregulation and rapid technological developments, speed and flexibility become key sources of competitive advantage for organizations. This calls for radically different management approaches and a new breed of leaders. New mindsets and new sets of learning skills will be key factors of success in the knowledge intensive corporations of the future. The research field of cross-cultural management suffers from an absence of theory capable of explaining the...
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...2012 International Conference on Technology and Management Lecture Notes in Information Technology, Vol.21 The Cross-Cultural Management of Chinese Enterprises’ Cross-Border M&A--- A Process-Based Perspective Bo Xu1, Xi Jiang2, Haiyan Yan3 1 1900, Wenxiang Road, Songjiang District, 201620 Shanghai, China brianxubo@163.com 1900, Wenxiang Road, Songjiang District, 201620 Shanghai, China jiangxi-219@163.com 1900, Wenxiang Road, Songjiang District, 201620 Shanghai, China yanhelen@163.com 2 3 Keywords: cross-border M&A; cross-cultural management; M&A process Abstract. This paper aims to investigate Chinese enterprises’ cross-culture management issues from the perspective of three stages of before, during and after the cross-border merger and acquisition. It proposed an analytical framework of cross-culture management under which the major focus was on the cultural distance measure, the choices of negotiation/information disclosure, integration mode selecting, culture conflict/ integration and culture innovation in the process of Chinese enterprises’ cross-border M&A. 1. Introduction According to the “China's Foreign Direct Investment Statistical Bulletin 2010”, China's foreign direct investment, the amount of direct investment, in the form of M&A, reached $29.7 billion in the fields of mining, manufacturing, electricity production/supply, professional technical services and financial sector in 2010. From the report of Chinese enterprises overseas mergers and acquisitions...
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...Introduction: Back ground of cross cultural management: To understand what cross-cultural management is, it's good to examine the terms separately: cross-culture and management. Cross-culture might simply be understood literally, from one culture to another. Cross-culture could be a development born by market globalization; company goes out of their country to another to try and do business, brings their culture with the businesses to another culture, which means cross-culture. Every country has its own culture, it's perhaps almost like another one, and however they are not a similar. Culture is totally different by its contents and forms, 100 percent of which is what you'll be able to see, like language, behavior, and food and dressing, 90% make the most that is what you cannot see, like beliefs, values, and ways of thinking [Pu jing (2010)]. Cross-culture shows within the variations of the 10 visible and 90%invisible culture content. International organizations are a decent example of cross-culture; they are doing business internationally, anytime they enter into a new country, cross-culture happens with it. The first to introduce the term “intercultural communication” was Edward T. Hall who characterized it as "correspondence between two people of distinctive societies". The expression "Intercultural business correspondence" in the of world business is another presented term which may be characterized as the correspondence that happens inside of associations whereby there...
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...Cross Cultural Management of Japan & United States One concern of the merger between these two companies involves group interaction and sense of space. People in the United States take great pride in themselves on individualism and informality. The Japanese culture values groups and formality. People in the United States admire a person who excels above everyone else. If this merger takes place and it makes the price of stock to rise, the American company might want to buy more stock and the Japanese might not agree with this and be more cautious which could result in a cross-culture conflict. Cultural differences and cross culture conflicts is the biggest challenge in terms of cross-cultural management that will arise in the merger of these two companies (Chen, 2013). Due to differences in culture in terms of beliefs, priorities and lifestyles, management of cross culture operations will be difficult for both companies. It is because cultural differences affect the human thinking, feeling, acting and behavior that can result in cross culture conflicts within the organization (Adekola and Sergi, 2012). For example, in terms of language, religion, value, and attitudes, there are several cultural differences in both countries: U.S. and Japan, which can affect decisions and choices of employees or people from these countries and can cause to cross culture conflicts (Yoder, 2011). The women who are employed at Tokyo Electron worry that their jobs might be eliminated...
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... Introduction In this assignment, a conscience effort has been made to understand the concepts of “Cross Cultural Management” (CCM). Before we get into the dept, it is important for us to understand “Culture” in broad terms. The expression “culture” can be defined as the inherited values, concepts, and ways of living which are shared by people of the same social group. To simplify further, culture is divided into two kinds; the first is “generic culture” which is essentially a shared culture of all humans living on this planet. The second is “local culture” which refers to symbols and schemas shared by a particular social group. The local culture can also be understood from the simple that every country has a diverse and different culture which may be similar, but it certainly cannot be the same. Culture is different in many forms and contents that include factors that we can see like language, behavior, dressing and food; and others that we cannot see like beliefs and values. With the advent of Globalization, the world is now a global village and the technological achievements of this modern time have brought people closer together than ever. This also means that people from different parts of the world and with different cultural backgrounds are working and communicating together. While this is not only interesting, but dealing with people from different cultures requires conscience efforts in knowing the cultural diversities. This can be further be explained with...
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...Company report on cross border offshoring management, cultural dimensions and gamification Table of Contents Table of Contents Executive Summary | p.5 | Chapter I – Introduction1.1 Purpose of the Report1.2 Effects of Globalization on Businesses’ 1.3 Company Background1.4 Outline of the Report | pp.6-7 | Chapter II – Cross Border and Offshoring Management 2.1 Introduction2.2 Defining culture2.3 Defining management and cross cultural management 2.4 Offshoring2.5 Key problems in cross cultural teams2.6 Conclusions | pp.8-11 | Chapter III – Analyzing and Explaining Cultural Dimensions3.1 Introduction3.2 Analysis of cultural dimensions and Country Comparisons 3.2.1 Power Distance 3.2.2 Uncertainty Avoidance 3.2.3 Long term orientation 3.2.4 Indulgence 3.2.5 Individualism 3.2.6 Masculinity 3.3 Limitations of Hofstede’s Dimensions | pp.12-17 | Chapter IV – Gamification4.1 Introduction4.2 Defining and Explaining gamification4.3 Gamification’s effects on business4.4 Examples of gamification4.5 Criticism – The dark side of gamification | pp.18-20 | Chapter V – Corporate Social Responsibility5.1 Introduction5.2 Defining and explaining CSR 5.3 The Foxconn and Apple scandal5.4 Recommendations and Actions | pp.21-22 | Chapter VI – Recommendations to Management | pp.23-24 | Chapter VII – Conclusions | pp.25 | References | pp.26-27 | Executive Summary Executive Summary This report provides an analysis and evaluation of...
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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 . While some failures can be explained by financial and market factors, the failure of others can be traced to neglected human resource issues and activities associated with managing the cultural diversity present in these organizations . This chapter describes the special challenges that cultural diversity creates for effectively managing human resources within cross-border alliances . Drawing upon the extensive literature regarding the management of domestic alliances and domestic diversity, we offer suggestions for how human resource management practices might be used to improve the success of cross-border alliances . Regardless of industry, it appears that it has become all but impossible in our global environment for firms to successfully compete without growing and expanding through deals that result in cross-border alliances (CBAs) (Lucenko, 2000) . In some industries, e .g., insurance, cross-border alliances provide a means for moving into new markets . In other...
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...Managing cross cultural communication Introduction Globalization is a phenomenon that is in vogue nowadays. In this rapidly changing world to succeed it’s imperative for an organization to adopt the phenomenon of globalization. On one hand globalization cultivates scores of benefits for the organization. On the other hand, it also generates various dilemmas for management. One of these dilemmas is of effective communication management. This phenomenon of globalization presents challenges of understanding and managing cross-cultural communications. According to Stephen Roberts: “Culture is the framework in which we communicate” This suggests that various factors give rise to the problem of cross-cultural communication. These factors include: language, environment, technology, social organization, the perception of authority and non-verbal communications. Having the ability to assess these variables is vital in ensuring for managers to convey messages and conduct business across a wide range of cultures. This paper addresses communication within multicultural project teams and the significance of leadership style in managing cross-cultural communications. The aim of this paper is to reveal different ways or skills that managers need to adopt to make the process of communication effective. Furthermore, this paper sheds lights on variegated barriers that may exist in effective communication process in a cross-culture environment. Literature review Zapf...
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...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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...Cross-Cultural Human Resource Management BUS 357 February 20, 2012 Cross-Cultural Human Resource Management Today’s business world continues to evolve to worldly new levels due to the global market. Before globalization began taking place, business was primarily localized or regionalized within villages, townships and kingdoms. The initial changes of transportation’s or shipping’s delivery methods from the beginning of time by just human delivery to the transportation or shipping of goods and people by methods using horses, donkeys, camels, elephants and other animals began to change access to goods and services from more distant areas, lands and cultures. The innovative minds of humanity began the progression of new transportation, travel, shipping and delivery methods with the inventions of wagons, boats, trains and airplanes. These inventions changed the access to goods and peoples from every point on the globe, resulting in numerous progressions and changes to travel, business and industry around the world. Other new technologies of the telegraph, phone, radio, televisions, satellites and the computer have all changed the communication techniques and access to people and information all over the globe. Where it once took possibly hours, days, weeks and even months for communications or information to flow from different locations, the world is able to communicate or access information in seconds today. Different cultures began the progression from receiving...
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...MANAGING CULTURAL INTEGRATION IN CROSS-BORDER MERGERS AND ACQUISITIONS Daniel R. Denison, Bryan Adkins and Ashley M. Guidroz ABSTRACT Cross-border M&A has become one of the leading approaches for firms to gain access to global markets. Yet there has been little progress in the research literature exploring the role that culture may play in the success of these ventures. Poor culture-fit has often been cited as one reason why M&A has not produced the outcomes organizations hoped for (Cartwright & Schoenberg, 2006). Cross-border M&A has the added challenges of having to deal with both national and organizational culture differences. In this chapter we review the literature on cultural integration in cross-border M&A and provide a framework designed to help manage the integration process throughout the M&A lifecycle. This framework presents culture assessment and integration as a crucial component to reducing poor culture-fit as a barrier to M&A success. Mergers and acquisitions (M&A) have become a central part of most corporate growth strategies, and an increasing portion of that M&A activity now spans national borders. Indeed, beyond a certain scale, one might say that all M&A is now cross-border M&A. For example, even a merger Advances in Global Leadership, Volume 6, 95–115 Copyright r 2011 by Emerald Group Publishing Limited All rights of reproduction in any form reserved ISSN: 1535-1203/doi:10.1108/S1535-1203(2011)0000006008 95 96 DANIEL R. DENISON ET AL. between two large...
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