Ch 6

1
Ch 6 Strategies for Managing across
Cultures Globalization Strategy - Focus on
Global Efficiency (Cost) Multi-domestic
Strategy - Accommodate to Natl Diff.
(Revenue) International Strategy - Focus on
Innovation Transnational Strategy - Combine
all of the above
2
Meeting the Challenge Globalization
Imperative - One Worldwide Approach is the Key
Factors Driving for Differentiation - Diversity
of Industry Standards - Demands for
Differentiated Products - Importance of Being an
Insider - Difficulty of Managing Global Org. -
Need to Give Subsidiaries Autonomy
3

• Parochialism
• - View the World through Ones Own Eyes
• Partnership between US and CIS Firms
• Different Views and Practices
• - Lay-off
• - Produce and Sell Internationally
• - 1st Responsibility of a Partnership
• Reasons An Inconsistency between
• Cultural Norms and Eco Structure
• Behavioral Change Lags behind
• Structural Change

4

• Simplification
• - Same Orientation toward Diff. Cultures
• Table 6-1 Six Basic Cultural Variations
• What is the Nature of People?
• Good Mixture Evil
• 2. The Persons Relationship to Nature
• Dominant Harmony Subjugation
• 3. The Persons Relationship to Others
• Lineal Collateral Individualist

5
4. What is the Modality of Human Activity?
Doing Being Becoming Being 5. The
Temporal Focus of Human Activity Future Present
Past 6. What is the Conception of
Space? Private Mixed Public Simplification
Results in Mistakes - An EU Oil Firm with a
Korean Supplier Building Cross-Culture
Competence - Thinking in circle
6
Similarities across Cultures Between US and
Russia - Networking Helps Promotion -
Communication Helps Performance - OB Mod.
Interventions Are Positive Between US and
Korea Situational Factors Influence Commitment -
Position, Tenure, and Age - Larger in Size, Less
Commitment - Employee-focuses, more Commitment -
Positive Climate, More Commitment
7
Difference across Cultures - HRM Shell Oils
HAIRL Appraisal System Netherlands France Reali
ty Imagination Imagination Reality Germ
any Britain Leadership Helicopter Analysis
Imagination Reality Reality Imagination Analysi
s Helicopter Leadership
8
Table 6-3 US Employee Stock Plans Belgium Proble
matic Brazil Impossible E. Europe Forget
it Israel Difficult Mexico May Regret
it Netherlands No thanks Philippines Time-Cons
uming