Building Cross Cultural Competence for International Business

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Executive summary of a series of books from best selling authors Fons Trompenaas. How to manage business internationally.

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Building Cross Cultural Competence for International Business

  1. 1. Charles Hampden-Turner & Fons Trompenaars Building Cross-Cultural Competence Tang Wenjie & Zuo Haisu www.SinauOnline.com
  2. 2. Books We Have Read Business Across Cultures By Fons Trompenaars and Peter Woolliams Building Cross-cultural Competence By Charles Hampden-Turner, Fons Trompenaars Riding The Waves of Culture By Charles Hampden-Turner, Fons Trompenaars
  3. 3. What to Talk Today 3 Rs Recognize Respect Reconcile 3-7-4 7 Dimensions 4 Corporate Cultures universalism vs particularism Incubator individualism vs communitarianism Guided Missile neutral vs affective Family specific vs diffuse Eiffel Tower achievement vs ascription sequential vs synchronic internal vs external control
  4. 4. Recognize, Respect, Reconcile ( ) Wealth for Reconcile effective business is created by reconciling culture Different culture orientations Respect and views of the world are not right or wrong – they are just different. Out layer is what Middle layer refers Inner layer, people primarily to norm and value the level of Recognize associate with that an unquestioned, culture organization holds implicit culture.
  5. 5. Case Background • MCC is a very successful company in the US. • Operating in more than 20 countries. • Top management is going to apply a number of policy principles over the world.
  6. 6. Case Background • MCC is a very successful company in the US. • Operating in more than 20 countries. • Top management is going to apply a number of policy principles over the world. I’ve never heard such a crazy idea. Dutch manager
  7. 7. Case Background • MCC is a very successful company in the US. • Operating in more than 20 countries. • Top management is going to apply a number of policy principles over the world. I’ve never heard such a crazy idea. Dutch manager Before the Dutch manager tried to explain why the idea is crazy, the Italian manager walked out the room…
  8. 8. What is universalism-particularism?
  9. 9. What is individualism-communitarianism? The extent to which the individual is self-made and the extent to which the wider social system is responsible for personal success
  10. 10. What is neutral-affective?
  11. 11. What is specificity-diffuseness?
  12. 12. What is specificity-diffuseness? Lewin’s circles Public space Private space
  13. 13. What is achievement-ascription?
  14. 14. What is sequential-synchronic? Phenomena 1 Phenomena 3 Time Phenomena 2 Phenomena 1 Time Phenomena 2 Phenomena 3
  15. 15. What is internal-external control
  16. 16. What is internal-external control
  17. 17. How is particularism-universalism measured? (1) You are a passenger in a car driven by a close friend. He hits a pedestrian. You know he was going at least 35 miles per hour in an area of the city where the maximum speed allowed is 20 miles per hour. There are no witnesses. His lawyer says that if you are prepared to testify under oath ( ) that he was only driving at 20 miles per hour it may save him from serious consequences.
  18. 18. How is particularism-universalism measured? (2) Percentage of respondents opting for a universalist system rather than a particular social group (answer c or b+e)
  19. 19. How is particularism-universalism measured? (2) Percentage of respondents opting for a universalist system rather than a particular social group (answer c or b+e) continuum Linear profile
  20. 20. How is particularism-universalism measured? (3) Non-linear profile
  21. 21. How is particularism-universalism measured? (3) b a d Universalism Non-linear profile e c Particularism
  22. 22. How is particularism-universalism measured? (3) b a d Universalism Non-linear profile e c Particularism
  23. 23. Defining Corporate Cultures “basic assumptions” publicly and collectively developed as the group or accepted “meaning” organization learns to cope with its environment doing things around here
  24. 24. 4 Corporate Cultures The general relationships between employees in the organization. The vertical or hierarchical relationships between employees and their superiors or subordinates. The relationships of employees in the organization as a whole.
  25. 25. 4 Corporate Cultures
  26. 26. 4 Corporate Cultures Egalitarian People oriented Task oriented Hierarchical
  27. 27. 4 Corporate Cultures Incubator Egalitarian Guided Missile •person oriented •task orientation •power of the individual •power of knowledge •self-realization •commitment to tasks •commitment to oneself •management by objectives •professional recognition •pay for performance People oriented Task oriented Family Eiffel Tower •power-orientation •role-orientation •personal relationships •power of position •entrepreneurial •job description •affinity •rules and procedures •power of person Hierarchical •order and predictability
  28. 28. Transformation Incubator Egalitarian Guided Missile People oriented Task oriented Family Hierarchical Eiffel Tower
  29. 29. Transformation Incubator Egalitarian Guided Missile People oriented Task oriented Family Hierarchical Eiffel Tower
  30. 30. Transformation Incubator Egalitarian Guided Missile People oriented Task oriented Family Hierarchical Eiffel Tower
  31. 31. Transformation Incubator Egalitarian Guided Missile People oriented Task oriented Family Hierarchical Eiffel Tower
  32. 32. Transformation Incubator Egalitarian Guided Missile People oriented Task oriented Family Hierarchical Eiffel Tower
  33. 33. Transformation Incubator Egalitarian Guided Missile 1 2 4 People oriented Task oriented 7 8 5 3 6 Family Hierarchical Eiffel Tower
  34. 34. Thanks You Any comments & questions are welcome Contact me at hora_t@sianuonline.com www.SinauOnline.com @ Tjitra, 2010 20

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