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Author: Junaid Javaid Publisher: GRIN Verlag ISBN: 3656496390 Category : Business & Economics Languages : en Pages : 41
Book Description
Seminar paper from the year 2013 in the subject Business economics - Business Management, Corporate Governance, University of Bedfordshire, course: MSc International Business & Management, language: English, abstract: In the environment of Global Markets, the concept of International Joint Ventures (IJV) is appearing as a common phenomenon and there is a huge number of corporations who are successful in experiencing considerable growth and expansion through this strategic form of alliances. This report is made in accordance with context of cultural differences in an approach to investigate the phenomenon that to measure the degree of influence of cultural differences on the performance of International Joint Venture (IJV) at both context (National Level Culture & Organisational Level Culture). Cuplan (2002) described International Joint Venture as a process which involves the inclusion of two or more companies from different countries who come together on the single platform with the intension of contributing each other resources and capabilities in creating a separate Business Unit. The process involved in this strategic alliance can be evaluated and analysed through various ways but the best approach is Culpan (2002) approach, this approach viewed each stage from the context of decision making involved in it. From the perspective of this appropriate approach the process of International Joint Venture (IJV) is made up of four different phases (Initial, Formation, Operation and Outcome). The Joint Venture named Alcatel-TCL was also made with the intension of becoming Global Leader in the mobile handset manufacturing. The focus was more on the two aspects (Design and Technology). Moreover, the secondary focus was on the integration of four components (Development Targets, Management System, and Operational Decisions & Staff Treatment). But, after 8 months (17-May-2005) the Joint Ventured was dissolved and both companies had decided to carry on their operations on the Individual basis. Generally it has been realised that the cultural distance existed at the organisational level was the prominent cause of given Joint Venture dissolution. And within the organisational context, the difference existed among both companies in term of open vs. Closed system orientation was the only factor which made difficult for the Alcatel-TCL to sustain for a long period of time.
Author: Junaid Javaid Publisher: GRIN Verlag ISBN: 3656496390 Category : Business & Economics Languages : en Pages : 41
Book Description
Seminar paper from the year 2013 in the subject Business economics - Business Management, Corporate Governance, University of Bedfordshire, course: MSc International Business & Management, language: English, abstract: In the environment of Global Markets, the concept of International Joint Ventures (IJV) is appearing as a common phenomenon and there is a huge number of corporations who are successful in experiencing considerable growth and expansion through this strategic form of alliances. This report is made in accordance with context of cultural differences in an approach to investigate the phenomenon that to measure the degree of influence of cultural differences on the performance of International Joint Venture (IJV) at both context (National Level Culture & Organisational Level Culture). Cuplan (2002) described International Joint Venture as a process which involves the inclusion of two or more companies from different countries who come together on the single platform with the intension of contributing each other resources and capabilities in creating a separate Business Unit. The process involved in this strategic alliance can be evaluated and analysed through various ways but the best approach is Culpan (2002) approach, this approach viewed each stage from the context of decision making involved in it. From the perspective of this appropriate approach the process of International Joint Venture (IJV) is made up of four different phases (Initial, Formation, Operation and Outcome). The Joint Venture named Alcatel-TCL was also made with the intension of becoming Global Leader in the mobile handset manufacturing. The focus was more on the two aspects (Design and Technology). Moreover, the secondary focus was on the integration of four components (Development Targets, Management System, and Operational Decisions & Staff Treatment). But, after 8 months (17-May-2005) the Joint Ventured was dissolved and both companies had decided to carry on their operations on the Individual basis. Generally it has been realised that the cultural distance existed at the organisational level was the prominent cause of given Joint Venture dissolution. And within the organisational context, the difference existed among both companies in term of open vs. Closed system orientation was the only factor which made difficult for the Alcatel-TCL to sustain for a long period of time.
Author: Randall S. Schuler Publisher: Psychology Press ISBN: 0415369460 Category : Business & Economics Languages : en Pages : 271
Book Description
Considers the growing importance of cross-border alliances, in particular international joint ventures, mergers and acquisitions. Featuring case-studies and other added value features, this is an essential text for students of HRM.
Author: Kaouther BEN - JEMAA - BOUBAYA Publisher: ISBN: Category : Languages : en Pages : 0
Book Description
This study proposes a conceptual process framework to describe how international strategic alliance partners overcome the liabilities of cultural distance. We conduct an in-depth analysis of 31 semi-structured interviews with alliance managers and directors. Our findings suggest that a successful cultural adaptation process goes through three major phases: (1) “Confrontation” of the partners with cultural barriers (i.e., communicative, semantic, linguistic, functional, and organizational barriers); (2) “Negotiation” based on discussions, interactions, and exchanges; and (3) “Synchronization” in terms of renewed multilevel cultural practices co-created and mutually accepted by both partners. In this context, we highlight the role of personal relationships and boundary spanners in the success of the cultural adaptation process in overcoming cultural distance.
Author: Junaid Javaid Publisher: GRIN Verlag ISBN: 3656748551 Category : Business & Economics Languages : en Pages : 37
Book Description
Seminar paper from the year 2013 in the subject Business economics - Offline Marketing and Online Marketing, grade: B-, University of Bedfordshire, course: MASTER OF BUSINESS ADMINISTRATION, language: English, abstract: This report is written on the topic of ‘How does Cultural Differences matter when the companies from different cultures merge together? The scope of this report is broad as it incorporates the implications of cultural differences in relation to the cross-border strategic alliance. Corporate Culture is used as term to signify how the managers and the workers of particular organisation tend to behave. Many international companies (Nestlè and Shell) have long term commitment towards cultural awareness and normally accepted it as an integral part of their international practices. Cultural clash and its bottom line influence are usually complicated and hard to predict. Frequently, failure to anticipate cultural clash originated from the senior managers and dealmakers lack of awareness. Understanding the prediction and mitigation of negative influence of cultural differences should be a part of cross-border alliances agenda for all management levels. From the case study chapter it has been figured out that most of American cultural traits have seemed to have direct clash with the Swedes culture which is characterised by certain aspects: modesty, values of relationship, caring and the quality of life. Both countries determined to have low power distance and high individualism but in US managemnt seemed to have slightly steeper management hierarchy than the Swedes management. Swedes ranked highlu in term of institutional collectivism but fairly low on small group or family collectivism. The vice versa case in Italian culture. Contrary to Americans, Italians are not much oriented towards performance or achievement and are turned up to be more emotional than American and Swedes and also have comparatively less future orientation. It has been recommended that Cultural differences is an impotant post-merger barrier for managers who are looking realise the value addition or the synergies impacr through the pooling of resource and capabilites of two firms from different cultures. Cultural clash and its bottom line influence are very often complicated and hard to predict. Frequently, failure to anticipate cultural clash originated from the senior managers and dealmakers lack of awareness. It has been seemed that the financial analyses which focuses only on the die-diligence process (Identifying cost-cutting benefits and counting up assets) tend to neglect any estimation on organisational and cultural synergy.
Author: Daniela Heidtmann Publisher: Diplomica Verlag ISBN: 3842864272 Category : Business & Economics Languages : en Pages : 125
Book Description
Business is increasingly affected by the impacts of globalization. The technological progress, as well as monetary systems have made prices comparable beyond borders. If German companies want to withstand the global competition, they have to develop sustainable internationalization strategies. Since the risks of entering into a strategic alliance are comparatively low in contrast to other internationalization options, this topic has gained in importance. But a sound preparation is inevitable in order to succeed. While technological and economical risks of alliances can be reduced easily by a solid preparation, the social risks are highly dependent on the individuals involved and thus hard to prevent. Especially in international strategic alliances including the additional complexity of different national cultures, social problems can be of high importance. German companies which prefer to enter into foreign markets should carefully get acquainted with the foreign country?s cultural norms and values. Up to today, many approaches have been made to define culture and various studies have been performed driven by the desire to understand and provide explanations for cultural differences. The results of those studies can be used to evaluate the impacts of a national culture and its specifics on strategic alliances. Yet, a theoretical study of a foreign culture cannot replace practical experiences. However, it can provide a starting point which helps to understand and accept the behavior of a foreign culture. Research results provide a good foundation for the identification of basic assumptions which underlie a foreign national culture. The general framework of another culture can be investigated, understood, and even be learned to a certain extent. Nevertheless, nothing can substitute personal experiences with another culture and its specific beliefs and values. Due to the enormous population, especially in China and India, broadly diversified cultural norms and values according to cultural subcategories can be presumed. As the volume of international trade is likely to further grow, German companies will be faced with internationalization strategies also in the future. If they want to gain a sustainable competitive advantage while going international, German companies will continuously be forced to deal with cultural matters. A broadly diversified workforce will contribute to this understanding and hence to the international success. Nevertheless, the cultural values and beliefs of a nation cannot be completely generalized. Rather, geographical differences and other cultural subcategories have to be borne in mind. Some studies about cultural differences have already included such approaches to regional or religious differences, but further research is necessary in this field. Yet, social risks in international strategic alliances which are related to the individuals involved can never be excluded altogether.
Author: Dean Tjosvold Publisher: Routledge ISBN: 1351947230 Category : Business & Economics Languages : en Pages : 332
Book Description
Academics worldwide need empirically developed, concise ideas to make their cross-cultural teams and organizations productive. This invaluable reference tool provides an essential resource for academics to develop their understanding and professional practice in working across cultural boundaries. It considers the fundamental theories and frameworks of cross-cultural management and deepens our understanding of how they can be applied to management knowledge. Managers, researchers, students, HRM practitioners, and specialists in international business and cross-cultural affairs, will find this book a valuable reference source. Chapters suggest how frameworks can be further developed and how managers and employees can put them to use so as to build cross-cultural understanding and productive cross-functional teams.
Author: Dean Tjosvold Publisher: Taylor & Francis ISBN: 1351947249 Category : Business & Economics Languages : en Pages : 189
Book Description
Academics worldwide need empirically developed, concise ideas to make their cross-cultural teams and organizations productive. This invaluable reference tool provides an essential resource for academics to develop their understanding and professional practice in working across cultural boundaries. It considers the fundamental theories and frameworks of cross-cultural management and deepens our understanding of how they can be applied to management knowledge. Managers, researchers, students, HRM practitioners, and specialists in international business and cross-cultural affairs, will find this book a valuable reference source. Chapters suggest how frameworks can be further developed and how managers and employees can put them to use so as to build cross-cultural understanding and productive cross-functional teams.
Author: Junaid Javaid
Author: Junaid Javaid
Author: Martine Cardel Gertsen
Author: Randall S. Schuler
Author: Kaouther BEN - JEMAA - BOUBAYA
Author: Junaid Javaid
Author: Daniela Heidtmann
Author: Lisa Adent Hoecklin
Author: Dean Tjosvold
Author: Timothy B. Folta
Author: Dean Tjosvold