Leadership in global & multi cultural orgtns - power points
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This document discusses conflict in geographically distributed teams. It identifies two types of conflict: relationship conflict, which includes personality clashes and annoyance between team members, and task conflict, which involves differences of opinion on task delegation and resource allocation. Cross-cultural conflicts in global organizations can arise from differences in opinions, values, and expectations as well as wrong assumptions. Solutions proposed to address these conflicts include proper conflict management, effective communication, diversity training, clear goal definition, and developing intercultural competence.
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Organizational culture refers to the shared actions, beliefs, and routines that characterize a workplace. A culture emerges from how people in an organization interact and the values they share. It is shaped by both external adaptation and internal integration. Workplace culture can be seen through events employees participate in together, as well as in depictions of offices in media like The Office TV show and Waiting movie. The culture of one organization, the NWSF, was dysfunctional due to a lack of communication between committees and participant groups, which prevented the culture from uniting people and led the different parts to break off into separate cultures.
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Thesis name: The discussion about the influences from cultural differences and educational level on knowledge sharing during the strategical alliances.
Abstract
This paper studies the impact of cultural differences and educational levels on group identity and the effect that that group identity has on knowledge sharing behavior in employees. The findings are that cultural differences as well as education levels have impacts on group identity. In addition, group identity is found to have an influence on knowledge sharing between employees.
Contents
Abstract 2
1. INTRODUCTION 4
Hypothesis 5
2. DEFINING THE CONCEPTS 7
i. Individualism and collectivism 8
ii. Power distance 9
iii. Uncertainty avoidance 10
iv. Long-term and short-term orientation 11
v. Masculinity and femininity. 12
High- and low context 13
3. METHODOLOGY 13
4. ANALYSIS AND FINDINGS 14
4.1. Influence of Cultural Differences on Group Identity and Overall Influence in Knowledge Sharing 14
4.2. Influence of Education Differences on Group Identity and Overall Influence in Knowledge Sharing 18
5. CONCLUSION AND DISCUSSION 18
5.1. Conclusion 18
5.2. Limitations and Future Research 19
6. References 20
1. INTRODUCTION
Knowledge remains one of the most significant resource for any given firm (Grant, 1996a: 375). New knowledge is essential in all organizations, it contributes to the innovation, organizational change, cost-reduction routine performance and their survival. Knowledge provides the organization the opportunities to improve their capacity and their market position. Nowadays strategic alliance has become a common cooperation form in the modern economy. In the past years, strategic alliances have significantly increased, since 1900 strategic alliances have increased by more than 25 per cent annually. (Andrew, 1998) Organizations recognized the importance of the strategic alliance, which is during the strategic alliance, knowledge exchange occurs in each party. Because of this, more and more organizations increase their motivation to do strategic alliances with other parties in order to get the benefits associated with knowledge exchange. Alliances are offer ways in which organizations can make proper use of their strengths by the help of their partners. Different organizations have different knowledge and skills. Therefore, alliances are unique avenues through which organizations can work together, share this knowledge and unlock their potentials (Hamel et al., 1989). Comment by Author: Clear introduction. Perhaps for the section on knowledge you can include a reference. Comment by Author: Here I would also include a reference, I think this is a clear intro as to why organizations aim for strategic alliances. Comment by Author: Other?
Cultural differences affect people.
Running Head THESIS 1THESIS2Comment by Author I thi.docx
Running Head: THESIS 1
THESIS 2
Comment by Author: I think that overall things are looking good, you are going in the right direction, I have added some comments to help you further along.
Name:
Tutor:
Thesis name: The discussion about the influences from cultural differences and educational level on knowledge sharing during the strategical alliances.
Abstract
This paper studies the impact of cultural differences and educational levels on group identity and the effect that that group identity has on knowledge sharing behavior in employees. The findings are that cultural differences as well as education levels have impacts on group identity. In addition, group identity is found to have an influence on knowledge sharing between employees.
Contents
Abstract 2
1. INTRODUCTION 4
Hypothesis 5
2. DEFINING THE CONCEPTS 7
i. Individualism and collectivism 8
ii. Power distance 9
iii. Uncertainty avoidance 10
iv. Long-term and short-term orientation 11
v. Masculinity and femininity. 12
High- and low context 13
3. METHODOLOGY 13
4. ANALYSIS AND FINDINGS 14
4.1. Influence of Cultural Differences on Group Identity and Overall Influence in Knowledge Sharing 14
4.2. Influence of Education Differences on Group Identity and Overall Influence in Knowledge Sharing 18
5. CONCLUSION AND DISCUSSION 18
5.1. Conclusion 18
5.2. Limitations and Future Research 19
6. References 20
1. INTRODUCTION
Knowledge remains one of the most significant resource for any given firm (Grant, 1996a: 375). New knowledge is essential in all organizations, it contributes to the innovation, organizational change, cost-reduction routine performance and their survival. Knowledge provides the organization the opportunities to improve their capacity and their market position. Nowadays strategic alliance has become a common cooperation form in the modern economy. In the past years, strategic alliances have significantly increased, since 1900 strategic alliances have increased by more than 25 per cent annually. (Andrew, 1998) Organizations recognized the importance of the strategic alliance, which is during the strategic alliance, knowledge exchange occurs in each party. Because of this, more and more organizations increase their motivation to do strategic alliances with other parties in order to get the benefits associated with knowledge exchange. Alliances are offer ways in which organizations can make proper use of their strengths by the help of their partners. Different organizations have different knowledge and skills. Therefore, alliances are unique avenues through which organizations can work together, share this knowledge and unlock their potentials (Hamel et al., 1989). Comment by Author: Clear introduction. Perhaps for the section on knowledge you can include a reference. Comment by Author: Here I would also include a reference, I think this is a clear intro as to why organizations aim for strategic alliances. Comment by Author: Other?
Cultural differences affect people.
Running Head THESIS 1THESIS2Comment by Author I thi.docx
Cultural differences and education levels can impact knowledge sharing in strategic alliances. This paper studies how cultural dimensions like individualism/collectivism and power distance, as well as education levels, shape group identity among employees. Group identity then influences knowledge sharing. The author hypothesizes that employees from collectivist cultures and those with smaller power distances will be more likely to share knowledge. Education level may also impact motivation and ability to share knowledge. The study aims to understand how cultural differences and education impact group identity formation and ultimately knowledge exchange in strategic alliances.
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This document provides a literature review on cultural differences and their impact on individual, team, and organizational performance. It discusses several prominent models for measuring cultural dimensions, including those proposed by Edward Hall, Kluckhohn, Hofstede, and Trompenaars. Hofstede's model of cultural dimensions is examined in more depth, outlining the six dimensions of power distance, uncertainty avoidance, individualism versus collectivism, masculinity versus femininity, long-term versus short-term orientation, and indulgence versus restraint. The document also discusses the Lewis model of linear-active, multi-active, and reactive cultural behaviors and how they manifest geographically.
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永久可查学历认证【微信：A575476】【(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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