Author: Julian JantkePublisher:
ISBN:
Category :
Languages : en
Pages :
Book Description
To what extent do national cultural differences in communication, management styles and employer-employee-relations explain problems during cross-border mergers
Author: Julian JantkeCultural Differences and Communication Issues in International Mergers and Acquisitions. The BenQ Debacle
Author: Vera RiesenweberPublisher: GRIN Verlag
ISBN: 3656934150
Category : Language Arts & Disciplines
Languages : en
Pages : 18
Book Description
Seminar paper from the year 2014 in the subject Communications - Intercultural Communication, grade: 1,0, Warsaw School of Economics, course: Global Management Practice, language: English, abstract: The number of global corporations has grown in the last few decades. The advent of technology and fliberalization of political and regulatory barriers enables companies to operate their business internationally. There are less moving barriers between different countries, more common worldwide laws, less barriers in monetary transaction and fewer geographic distances. However, very often companies fail in acquisition, foreign direct investments and cross-border partnerships because their global strategies are not proper enough, or the execution is more complex as expected. This paper deals with BenQ`s failure of acquiring of Siemens mobile devices. During the acquisition, parties face different challenges like market, technology and how to allocate budget, but in this case the biggest challenge was cultural interchange. This report analyzes cultural differences of both countries in which these companies are located based on Hofstede`s cultural dimensions. This particular acquisition is an appropriate example of why some intercultural mergers don’t work because of big differences in national, organizational and professional culture.
Cross-cultural Management
Author: Dipak Kumar BhattacharyyaPublisher: PHI Learning Pvt. Ltd.
ISBN: 8120340094
Category : Business & Economics
Languages : en
Pages : 354
Book Description
And, as multinational corporations (MNCs) and Transnational Corporations (TNCs) spread their wings across nations with numerous employees of different nationalities, with their different cultures, different mores and different behaviours, organizations have to reconcile these differences and have to forge a unified organizational culture to achieve their mission, vision and objectives. This book eminently suits as a text to address these goals. Divided into 14 chapters, this comprehensive and well-organized text discusses in detail the many cultural issues facing organizations. Professor Bhattacharyya, with his expertise and wealth of experience, provides a masterly analysis of the subject, harmoniously blending the theory and practice of cross-cultural management, making it a unified whole. Not only does the text give a thorough understanding of culture, showing that it is an amalgam of shared values and behaviours of groups as well as a phenomenon applicable to individuals, it also delineates the many facets of corporate culture. The text discusses the entire gamut of organizational culture, cultural differences, diversity management, cross-cultural management, globalization, impact of culture on globalization, and the impact of technology and culture on organization. In addition, it focuses on cross-cultural communication, cultural issues in mergers and acquisitions, resource management, cross-cultural decision making, and ways and means of managing cross-cultural teams.
How does culture matter when different companies merge together?
Author: Junaid JavaidPublisher: 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.
Cross-cultural Code Switching and Application
Author: Juliet Shali ShambiPublisher: diplom.de
ISBN: 3842821018
Category : Business & Economics
Languages : en
Pages : 37
Book Description
Inhaltsangabe:Introduction: In the last years, the tide of globalization has reached an unprecedented degree as firms increasingly expand beyond their national borders. The success and failure of these companies is dependent on more than just management of economic and legal barriers but also cultural ones. Firms are increasingly aware of the necessity of intercultural communication. Recognition of the importance of developing intercultural skills is closely tied to the need of the corporations to succeed globally and the demand of managers with the capability of interacting with people from countries other than their own. With a globally interdependent economy, differences in cultural traits and backgrounds often cause misunderstandings and unintentional sights. Clearly, the diversity and dynamism of today s market place calls for managers with diverse skills to lead teams beyond national boundaries. According to Jandt, characteristics of an effective communicator are: Self awareness (using knowledge about yourself to deal with difficult situations), self-respect (confidence in what you think, feel and do), interaction (how effectively you communicate with people), empathy (being able to see things from different points of view), adaptability (how fast you can adjust to new situations and norms), certainty (the ability to do things opposite to what you feel), initiative (being open to new situations), and acceptance (being tolerant or accepting unfamiliar things) . Cross-cultural code switching competency is an indicator of an effective communicator. Specifically, encompasses more or less the above named characteristics and expands on the role of emotions when switching. Molinsky s model of psychological toll illustrates the determinants of cross-cultural code-switching and the psychological challenges faced by an individual during performance. The model provides an excellent foundation for investigating how international organizations can tailor trainings for global leaders. In this paper, I refer to global leaders as expatriates in management positions. A case study on the movie outsourced exemplifies how organizations can foster and create leaders who can cope with the complexities of cross-border relations. Inhaltsverzeichnis:Table of Contents: TABLE OF CONTENTS INTRODUCTION3 1.CROSS-CULTURAL CODE-SWITCHING MODEL5 1.1Personal Variables6 1.1.1Personal Values6 1.1.2Cultural Knowledge7 1.2Contextual Variables7 1.2.1Psychological Safety [...]
Cultural Dimensions of International Mergers and Acquisitions
Author: Martine Cardel GertsenPublisher: Walter de Gruyter
ISBN: 311080879X
Category : Business & Economics
Languages : en
Pages : 216
Book Description
Cross-Cultural Management. The case of the DaimlerChrysler Merger
Author: Ralph JohannPublisher: GRIN Verlag
ISBN: 3640158717
Category : Business & Economics
Languages : en
Pages : 29
Book Description
Seminar paper from the year 2006 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, California State University, Fullerton, course: International Management, language: English, abstract: On 6 May 1998, Daimler-Benz of Germany signed a merger agreement with Chrysler Corporation of the United States. The merger marked the beginning of the ambitious goal of merging two styles of auto-making, two approaches to business and the proud, but distinct cultures of two nations. The opportunities for significant synergies afforded by a combination based on factors such as shared technologies, distribution, purchasing and know-how. Daimler’s engineering skill and technological advances could be complemented by Chrysler’s skills for innovation, speed in product development and bold marketing style. Juergen Schrempp, CEO of DaimlerChrysler, said, that the new company will reach an eminent strategic position in the global marketplace by combining and utilizing each other’s strengths. It seems that Germans and Americans in the enterprise have not become closer since the merger. This paper explores the reasons for DaimlerChrysler's failure to realize the synergies identified prior to the merger. It examines the different culture and management styles of the companies that were primarily responsible for this failure. The focus will be on the cultural issues and on the different theories that try to explain cultural differences between nations – the US and Germany - and how values in the workplace are influenced by those cultures. First of all it describes the overall circumstances that led to the merger. Both companies and their conditions prior to the merger are introduced as well as the general objectives that led to the merger and the goals of it are highlighted. After that, some of the theories that try to explain cultural differences such as the Cultural Dimensions of Hofstede are introduced with a special focus on the differences between the two cultures in play, the German and the US. It will proceed with an analysis of the different corporate cultures and the accompanying communication difficulties and mistakes that have been done in this context. The paper will conclude with recent developments, the current situation of DaimlerChrysler and some recommendations to work on the existing cultural issues and other problems within the merged company.
Cross-Cultural Business Communication
Author: Sven RosenhauerPublisher: diplom.de
ISBN: 3836623137
Category : Business & Economics
Languages : en
Pages : 195
Book Description
Inhaltsangabe:Introduction: The transfer of business activities across nations is growing at a rapid rate. The emergence of market economies in Latin America and Asia, the collapse of communism in the Soviet Union and Eastern Europe, and the emerging democracy in Africa have led, among other things, not only to increased global trade, international, multinational and transnational business, but also to an increased demand for international workforce since firms must employ people who possess international business skills in order to remain competitive in the global marketplace. How often does it happen that we meet someone doing business in the United States after representing his/her company in Asia, Middle East or Europe? How often do we meet someone obtaining an international degree abroad before doing business in China, France or Scandinavia? How often do companies require international experiences, mobility, and flexibility? The soft skills of intercultural competence and open-mindedness to cultural diversity are taught by universities around the world. But what happens with our own cultural identity while doing business worldwide? What happens if we conduct business in Japan but with an Italian colleague who lived in São Paulo for many years? Are we just applying intercultural competence or are we developing a universal business culture - apart from our own national culture? How does an international workforce communicate; is it adapting the communication style of the host-country, of a majority culture; or is it developing a communication style which is unique in international business? Are we speaking the same language at the end? Is the understanding of cultural diversity becoming less substantial and more implicit? If companies and organizations require the indispensable and vague defined soft skills of intercultural competence, could these skills be seen as an approach towards a universal business culture, likewise a universal business communication? Purpose of the Present Thesis: The purpose of the present thesis is to examine if and to which extent cultures converge in an international business environment and if intercultural competence has a bearing on it. Therefore, theoretical and practical insights in the subject of culture, its implicit and explicit differences, as well as its measurements will be provided. Due to the fact that communication - as a major cultural attribute - is the most obvious level on which cultural [...]
Merging Across Borders
Author: Anne-Marie SøderbergPublisher: CBS Press
ISBN:
Category : Consolidation and merger of corporations
Languages : en
Pages : 292
Book Description
"'Merging across Borders' offers insight into social, cultural, communicative and political dynamics in complex organizational change processes following mergers and acquisitions; dynamics which have often been neglected in previous research. The book is written by a Nordic research team, and it is based on their extensive field study of a series of cross-border mergers and acquisitions leading to the creation of Nordea, the largest Nordic financial services group today."
Post-merger Intercultural Communication in Multinational Companies
Author: Christina BurekPublisher: Peter Lang
ISBN: 9783631603895
Category : Communication in management
Languages : en
Pages : 178
Book Description
Originally presented as: Thesis (D.Phil.)--University of Giessen, 2009.