The document discusses a case study of Avatar Solar, Inc.'s expansion to India. It addresses two questions:
1) What constitutes a successful technology/knowledge transfer? A successful transfer requires investing time to make practices compatible, establish trust and collaboration, and decrease dependence through mutual dependence.
2) What are critical success factors for cross-border knowledge transfer? A successful transfer requires countries with similar institutional profiles or a person familiar with both countries to reduce difficulties from institutional distance. Compatibility of practices and developing commitment, identification, and trust are also important.
5 Characteristics Of Successful Intermediary Organisationsikmediaries
Presentation by Catherine Fisher (IDS) on 5 characteristics of successful intermediary organsiations, given at the 3rd I-K-Mediary workshop in Brighton, November 2009.
David Fleming held a seminar on monitoring and evaluation in conflict-affected environments at the Post-war Reconstruction and Development Unit (PRDU), University of York.
5 Characteristics Of Successful Intermediary Organisationsikmediaries
Presentation by Catherine Fisher (IDS) on 5 characteristics of successful intermediary organsiations, given at the 3rd I-K-Mediary workshop in Brighton, November 2009.
David Fleming held a seminar on monitoring and evaluation in conflict-affected environments at the Post-war Reconstruction and Development Unit (PRDU), University of York.
A poster designed for an academic presentation on how non-profit organizations can be proactive about developing their ability to adapt to changing circumstances and environment.
Beyond curiosity: building on initial professional development opportunities ...Frederic Fovet
This interactive workshop will offer participants the opportunity to reflect collectively on the impact initial professional development on UDL has, within institutions, on the scaling up of UDL initiatives. The journey from PD opportunity to strategic involvement in UDL implementation across teaching and learning on campuses is not as linear as might be assumed. A variety of ecological variables can affect the impact these windows of PD have on practice, or the scope of their amplification across institutions. The workshop will lead the participants as they consider, beyond the actual content of UDL PD opportunity, what factors may limit the impact such UDL micro-credentials, or on the contrary magnify their potential. The workshop offers an opportunity to reflect, from an operational and leadership lens, what winning conditions need to be in place for PD on UDL to authentically take roots and achieve maximum outcomes.
A Wall Street Journal article postulates that innovation comes from inside a company through networks—not lone individuals. The authors offers strategies to cultivate innovation, such as making efforts to break down the walls between company departments, rapidly testing and refining ideas, and figure out whether there are people in the chain of command who are hard to work with.
But for most large organizations, this “formula” for innovation is difficult to implement. Change, especially innovative change, is often is met with organizational resistance. Conversely, the culture of the organization often expresses collective frustrations with the limitations of business processes and underlying technologies to support business needs.
Doug Jackson, senior director of the Business Analysis Practice for Robbins Gioia (http://www.robbinsgioia.com), and Paula Pierce, CEO and principal transformation strategist, Peridona Strategies LLC (http://www.periodonastrategies.com), conduct an interactive session on integrating business analysis and organizational change management to create an environment for innovation and successful change. They will examine problems that prevent establishing successful innovation networks and provide an approach using best practices from both disciplines to help organizations harvest and test innovative ideas. They will show you how to:
• Identify the root of change resistance in our organizations
• Identify and capitalize on existing networks
• Apply BA and OCM best practices to create an environment for innovation.
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
Finding the Fulcrum, Tipping Boulders: Strategic Approaches to Effecting ChangeJeff Willinger
This was presented at ILTA14. Strategic technology has great potential to tip business units (practice areas) toward opportunities to be efficient and profitable. Find the tipping points as we focus on approaches to developing and identifying opportunities for strategic change and ensuring the successful completion of these initiatives.
Mergers and acquisitions have a high rate of failure.
Areas of difference that could derail a business partnership:
- Attitudes toward people who are different
- Gender and travel overseas
- Hiring and promotion
- Communication
- Attitudes toward conflict
This ppt highlights the main differences between South Korea and the USA as captured by Geert Hofstede's framework.
ITAP helps companies strengthen their partnerships by diagnosing and bridging their differences (e.g. culture, function, language).
Knowledge Management in Project-Based OrganizationsOlivier Serrat
Projects ought to be vehicles for both practical benefits and organizational learning. However, if an organization is designed for the long term, a project exists only for its duration. Project-based organizations face an awkward dilemma: the project-centric nature of their work makes knowledge management, hence learning, difficult.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
Human resource issues in trans cultural organisationAakash Khandelwal
The document explores various HR issues within an organization (MNC) due to cultural diversity.
Hofstede framework is used and example of Merill Lynch, Bank of America and Google haven been discussed.
Question 11. A term for continuous improvement in an organizat.docxmakdul
Question 1
1. A term for continuous improvement in an organization is?
Total Quality Management.
Kaizen.
Empowerment.
Honne.
5 points
Question 2
1. When a group of workers who meet on a regular basis to discuss ways of improving the quality of work, it is called:
All hands meeting.
Division meeting.
Quality control circle.
Board of Directors.
5 points
Question 3
1. There has been an emergence of new beliefs about quality, quality is everyone's job, not just a special department and training in quality ___________.
Saves money.
Is very costly.
Is unnecessary for any employees.
Is too special for most employees to be trained.
5 points
Question 4
1. The term for doing the right thing according to the societal norm is called?
The Status Quo.
Political correctness.
Social Politics.
Tatemae.
5 points
Question 5
1. The process of evaluating results in relation to plans or objectives and deciding what action, if any to take is __________ and it is combined with __________?
Global strategy and quality.
Control and quality.
Controlling and decision making.
Decision making and quality.
5 points
Question 6
1. Ways to recognize a neutral culture from an affective culture include all but which one of the following items?
Physical contact, gesturing, and/or strong facial expressions are not used.
Emotions are dammed up, although occasional explosions occur.
Do not reveal what they are thinking or feeling.
People express goodwill and respond warmly to all comments and ideas.
5 points
Question 7
1. The process of influencing people to direct their efforts toward the achievement of some particular goal or goals, is called?
Leadership.
Management.
Charismatic.
Socially responsible management.
5 points
Question 8
1. Efficiency in operations results from arranging conditions of work in such a way that human elements interface to a minimum degree is considered what on the Managerial Grid?
High Concern for people and relationships; Low concern for production and task.
Low Concern for people and relationships; High concern for production and task.
High Concern for people and relationships; High concern for production and task.
Low Concern for people and relationships; Low concern for production and task.
5 points
Question 9
1. Transformational leaders that can get their followers to question old paradigms and to accept new views of the world and how things should be done now and for the future are known as?
Idealized influential leaders;
Inspirational motivational leaders;
Intellectually stimulating leaders;
Idealized Influential leaders.
5 points
Question 10
1. Different countries have different managerial beliefs about work different than the U.S. When thinking about Russian managerial beliefs about work with regard to Marxist related beliefs, free enterprise has been embraced by some, but not all because?
A person can learn better on the job in a traditional facto ...
A poster designed for an academic presentation on how non-profit organizations can be proactive about developing their ability to adapt to changing circumstances and environment.
Beyond curiosity: building on initial professional development opportunities ...Frederic Fovet
This interactive workshop will offer participants the opportunity to reflect collectively on the impact initial professional development on UDL has, within institutions, on the scaling up of UDL initiatives. The journey from PD opportunity to strategic involvement in UDL implementation across teaching and learning on campuses is not as linear as might be assumed. A variety of ecological variables can affect the impact these windows of PD have on practice, or the scope of their amplification across institutions. The workshop will lead the participants as they consider, beyond the actual content of UDL PD opportunity, what factors may limit the impact such UDL micro-credentials, or on the contrary magnify their potential. The workshop offers an opportunity to reflect, from an operational and leadership lens, what winning conditions need to be in place for PD on UDL to authentically take roots and achieve maximum outcomes.
A Wall Street Journal article postulates that innovation comes from inside a company through networks—not lone individuals. The authors offers strategies to cultivate innovation, such as making efforts to break down the walls between company departments, rapidly testing and refining ideas, and figure out whether there are people in the chain of command who are hard to work with.
But for most large organizations, this “formula” for innovation is difficult to implement. Change, especially innovative change, is often is met with organizational resistance. Conversely, the culture of the organization often expresses collective frustrations with the limitations of business processes and underlying technologies to support business needs.
Doug Jackson, senior director of the Business Analysis Practice for Robbins Gioia (http://www.robbinsgioia.com), and Paula Pierce, CEO and principal transformation strategist, Peridona Strategies LLC (http://www.periodonastrategies.com), conduct an interactive session on integrating business analysis and organizational change management to create an environment for innovation and successful change. They will examine problems that prevent establishing successful innovation networks and provide an approach using best practices from both disciplines to help organizations harvest and test innovative ideas. They will show you how to:
• Identify the root of change resistance in our organizations
• Identify and capitalize on existing networks
• Apply BA and OCM best practices to create an environment for innovation.
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
Finding the Fulcrum, Tipping Boulders: Strategic Approaches to Effecting ChangeJeff Willinger
This was presented at ILTA14. Strategic technology has great potential to tip business units (practice areas) toward opportunities to be efficient and profitable. Find the tipping points as we focus on approaches to developing and identifying opportunities for strategic change and ensuring the successful completion of these initiatives.
Mergers and acquisitions have a high rate of failure.
Areas of difference that could derail a business partnership:
- Attitudes toward people who are different
- Gender and travel overseas
- Hiring and promotion
- Communication
- Attitudes toward conflict
This ppt highlights the main differences between South Korea and the USA as captured by Geert Hofstede's framework.
ITAP helps companies strengthen their partnerships by diagnosing and bridging their differences (e.g. culture, function, language).
Knowledge Management in Project-Based OrganizationsOlivier Serrat
Projects ought to be vehicles for both practical benefits and organizational learning. However, if an organization is designed for the long term, a project exists only for its duration. Project-based organizations face an awkward dilemma: the project-centric nature of their work makes knowledge management, hence learning, difficult.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
Human resource issues in trans cultural organisationAakash Khandelwal
The document explores various HR issues within an organization (MNC) due to cultural diversity.
Hofstede framework is used and example of Merill Lynch, Bank of America and Google haven been discussed.
Question 11. A term for continuous improvement in an organizat.docxmakdul
Question 1
1. A term for continuous improvement in an organization is?
Total Quality Management.
Kaizen.
Empowerment.
Honne.
5 points
Question 2
1. When a group of workers who meet on a regular basis to discuss ways of improving the quality of work, it is called:
All hands meeting.
Division meeting.
Quality control circle.
Board of Directors.
5 points
Question 3
1. There has been an emergence of new beliefs about quality, quality is everyone's job, not just a special department and training in quality ___________.
Saves money.
Is very costly.
Is unnecessary for any employees.
Is too special for most employees to be trained.
5 points
Question 4
1. The term for doing the right thing according to the societal norm is called?
The Status Quo.
Political correctness.
Social Politics.
Tatemae.
5 points
Question 5
1. The process of evaluating results in relation to plans or objectives and deciding what action, if any to take is __________ and it is combined with __________?
Global strategy and quality.
Control and quality.
Controlling and decision making.
Decision making and quality.
5 points
Question 6
1. Ways to recognize a neutral culture from an affective culture include all but which one of the following items?
Physical contact, gesturing, and/or strong facial expressions are not used.
Emotions are dammed up, although occasional explosions occur.
Do not reveal what they are thinking or feeling.
People express goodwill and respond warmly to all comments and ideas.
5 points
Question 7
1. The process of influencing people to direct their efforts toward the achievement of some particular goal or goals, is called?
Leadership.
Management.
Charismatic.
Socially responsible management.
5 points
Question 8
1. Efficiency in operations results from arranging conditions of work in such a way that human elements interface to a minimum degree is considered what on the Managerial Grid?
High Concern for people and relationships; Low concern for production and task.
Low Concern for people and relationships; High concern for production and task.
High Concern for people and relationships; High concern for production and task.
Low Concern for people and relationships; Low concern for production and task.
5 points
Question 9
1. Transformational leaders that can get their followers to question old paradigms and to accept new views of the world and how things should be done now and for the future are known as?
Idealized influential leaders;
Inspirational motivational leaders;
Intellectually stimulating leaders;
Idealized Influential leaders.
5 points
Question 10
1. Different countries have different managerial beliefs about work different than the U.S. When thinking about Russian managerial beliefs about work with regard to Marxist related beliefs, free enterprise has been embraced by some, but not all because?
A person can learn better on the job in a traditional facto ...
Similar to Final_Summer_Project_presenatation (20)
Question 11. A term for continuous improvement in an organizat.docx
Final_Summer_Project_presenatation
1. Expository factors of the successful Knowledge Transfers Across Borders:
The case of Avatar Solar; Inc. in India – Part II
• ENM 397P Fall 2016
• Presenter : Nehal Dixit ( nsd463)
• Supervisor : Prof. Caroline Bartel
• Corporate Advisor : Falgun Dave | Hemal Doshi
2. Purpose of Research
• Stage 1: ( Summer 2016 ) – Theoretical Concept Evaluation
“ By evaluating Avatar Solar.Inc’s Indian expansion, the study will examine the phenomenon of cross-border organizational
practice transfer and investigate the existing literature on knowledge transfer and adaptation in general, the theoretical
foundation of knowledge and technology transfer with a look at the theory of institutional distance and Introduction to Country’s
Institutional Profile in this case It is in between the United States and India”
• Stage 2: ( Fall 2016) - Applied Research
Conduct interviews with various entities involved in the Avatar’s core team.
Country analysis of India with its growth potential in power sector using cultural models.
Simulation of reverse transfer from India to the United States to fill gap in existing literature.
Analysis of Avatar’s approach with a recommendation and exploring limitations in the research.
• Central purpose of the paper revolves around these two questions
What constitutes a successful technology/knowledge transfer?
What are the critical success factors of cross-border knowledge transfer?
4. CIP India: Why so crucial???
• Economic environment
– The 2011 Index of Economic Freedom shows that India, - with its overall score of 54.6 - was the 124th freest economy in the world
– The 2011-12 World Economic Forum’s Centre for Global Competitiveness and Performance - India earned an overall 56th place after Brazil.
•
• Political and legal environment
– Starting a new business is difficult in India as compared to the United States.
– CPI ranks India at 95 ( scored 31 ) and the USA at 24 ( Scored 71 ) out of 185 nations and 100 points – corruption is indeed a big issue in India.
– As a summary, it is obvious that the institutional distance between India and the United States based on political and legal frameworks was
large, which could potentially increase the chance of difficulties in transferring best practices between these countries.
• Culture of India – Cognitive and Normative institutions
– The analysis will compare the United States and India based on different cultural models that are widely used in literature: the GLOBE study,
Hofstede’s Five Dimensions, Lewis’ communication model, Hall’s dimensions and Trompenaar’s seven dimensions model.
5. Models of comparisons
• Geert Hofstede’s Cultural Model
– Caste system affects many components for Indian society.
– Collectivist Indians Vs Individualist Americans
– Karma believers Indians Vs. Tit for tat Americans
– Restraint Indians Vs Indulgent Americans
6. Models of Comparison
• The Lewis model of culture
• Trompenaar’s 7D Model
• Edward T. Hall’s cultural contexts
– The US is low context; India is high and low context
India is in the middle between Multi-active and Reactive, while
the United States is clearly a data-oriented linear-active culture.
7. Reverse Osmosis: Technology Transfer from India to United States
“ KT can be mutual and symbiotic despite prominent cultural gap – Nehal “
• 5.1 Indian cultural values: A blend of East and West?
The Indian culture has been shaped by Hindu philosophy, British colonialism, Islamic influences and the realpolitik of the Cold War era.
Why west thinks Indians don’t appreciate time or priorities?
• 5.2 Cultural values and the negotiating style
Sometimes Indians’ way of hard negotiation is beneficial.
Indians are little different compared to other Asian nations such as Japanese and Chinese.
Indians aims to be treated equivalents not a subsidiary partner – renegotiation of T&C might be possible.
• 5.3 Counterintuitive steps: Coping skills for North Americans my recommendation
Negotiations can be frustrating for North Americans but believe me that’s how things roll in India.
Things might start bumpy initially but with added trust – process becomes smoother.
Don’t show your contracts every time there is some issue – It will be taken care of easily with some flexibility.
Incentives works and if Europe can do it why can’t Americans.
Negotiated agreements might not work in timely way.
Role of Global Manager is crucial – a key position that knows both sides and slashes cultural gaps.
````
8. Discussion and finding
“ This section is Resultant of Interviews with Falgun Dave and Hemal Doshi and previous paper I propositions “
• Institutional distance
US – IND ID is huge | Transfer will be difficult and with low odds of success | Cultural models
India has growth potential but corruption, infrastructure issues, and weak legal system are red flags.
Mr. Dave’s dilemma of American way Vs Indian way of doing business
Crucial role of bridge person – facilitates transfer in the right direction
it can be concluded that the transfer of practices is more successful when the two countries’ institutional profiles are similar and the institutional distance is
smaller, - so the first proposition is supported. Furthermore, if the institutional distance is smaller, then the people in the recipient country are also more
supportive towards the practice and the transfer is more likely to bring positive results. Prop 1 and II are supported.
• Compatibility of the practice
In case of Avatar, there was no local subsidiary, so no predefined org. culture.
Maiden project led avatar to come up with several alliances, thus flexibility was offered.
Collaborating with vendors whose practices were more or less compatible with the ones Avatar Solar was planning to bring to India proved to
be a good decision.
Similar approached failed at grass root while working with workers mainly because of primitive education, lack of awareness and diminishing
trust; Possible solution here was to hire a trained workforce to align organizational goals eventually project got delayed by several months.
9. Discussion & Findings ( contd.. )
• Commitment, identification and trust
Negative attitude towards the transferred practices are unlikely to develop when considerable time and effort is invested into the process to
increase employee motivation - That’s what Avatar did to overcome this challenge.
Mr. Dave invested a lot of time into training these workers to develop commitment, identification and trust but still results were not
promising.
It is believed here showing commitment and trust was a cultural requirement; workers were just pretending.
To fix that on top of the pre-project training, weekly sessions with the management and the workers were established to make sure that they
understand every aspect of the project and they can identify with the goals and values of the company they are working for.
• Power and dependence
This mutual dependence resulted in higher trust and collaboration from both side and had great impact on the final outcome of the project.
In case of Plant workers – implementation of transfer was successful but not internalization; global managers play a vital role
Furthermore the more the recipient unit trusts in the parent or identifies with its values, the less the power distance and perceived
dependence
10. Conclusion
• Two different CIPs, do not mean, that the transfer is designed to failure. As the case of Avatar Solar, Inc. showed a so-called
“bridge-person” can decrease the distance between the two countries and serve as a mediator, especially regarding beliefs,
values and norms of the target country in the Avatar’s case this person was Mr. Nehal Dixit - these are recommendations
from Mr. Dave and Mr. Doshi.
• The intelligence and education level recipient unit is also a crucial determinant of transfer success, which further supports
the need for preparation and training time before implementing and internalizing the given practices are to be part of
project charter.
11. Summary
• What constitutes a successful technology/knowledge transfer?
– The transfer will be successful if the parent invests considerable time and effort to make the practices compatible for
the recipient unit and applies organizational socialization methods to ensure collaboration, establish trust and
identity, engage people and decrease the perception of dependence. Furthermore, mutual dependence can serve as a
motivator to achieve all of the above factors considered critical for a successful transfer.
• What are the critical success factors of cross-border knowledge transfer?
– knowledge transfer across national borders is considered successful if the two countries institutional profiles are
similar, or there are one or more people in the parent companies ‘core-team’ who are familiar with the recipient
country’s cognitive and normative profiles and can reduce the possible transfer difficulties resulting from institutional
distance.
12. Limitation for Future research
• Litigation challenges faced by the company in India forbid me from including details of recent discovery
that can be useful for future international endeavors.
• The legal dispute can be taken as the one of the unforeseen drawbacks associated with Cross-Continental
knowledge transfer is subject matter of the legal frame-work, which is also different in case of these two
countries.
• It was not possible to visit the plant in India and conduct interviews with the current workers or vendor
partners involved post installation for the project. Thus, only one side of story is shared from the
developers however, Indian counterpart is left out.
Pr 1:I propose that the success of transfer of a strategic
organizational practice to the recipient country will be negatively correlated with the
institutional distance between the home and host country. Additionally, the more
favorable the country«s institutional profile (regulatory, cognitive and normative
framework) is, the more likely the implementation and adoption of an organizational
practice will bring positive results.
Pr 2 As a conclusion, I propose that the higher the compatibility of the practice is with the
recipient organization«s values, the more likely that the practice transfer will lead to a
positive outcome. Furthermore, if the recipient organization«s culture supports learning
and change, the transfer of a strategic organizational practice from the parent to the
recipient unit will be more successful.
Pr 3 I assume that the success of a cross-border practice transfer will depend
on the degree how much the foreign subsidiary is committed to, identifies with and
trusts in its parent company.
Pr 4 I propose, that the process of cross-border practice transfer
is affected by the perceived dependence of the foreign subsidiary on the parent company.
Power and dependence are however positively related to implementation and negatively
to the internalization of the given practice.
United States is a low-context culture, preferring explicit and direct communication, short interpersonal relationships with dependence on what is actually said or written. Because of the cultural diversity within the country, India is in between being a low and high context culture. Normally their communication reflects high context features - being respectful to elderly people and using communication to maintain harmony and relationships -, but it tends to move towards a low context culture, especially in communication style. It is more diffuse and dialogue oriented than the Japanese or Chinese culture.
That time is not wasted but it goes to convince our own people to lenient their differences - work for bigger picture.
Though Hard negotiation costed us dearly for paying delay penalities but hard negotiinasaved 2.75 million dollars in equipment – rapid decsion making won’t be tha fruitful –
Foreign ciunterparts donot treat us equally - right from t=weird time zones to failing to understand secularistic traditions.