The document presents insights on managing across cultures, authored by experts in intercultural management from Zhejiang University. It discusses the significance of understanding cultural differences in leadership and organizational behavior, emphasizing how these differences impact competitive advantage. Key themes include recognizing cultural assumptions, beliefs, and behaviors, which are vital for effective international management.

1. Hangzhou, February 2011
Prof. Dr. Hora Tjitra, Xu Meiling & Zhao Dan, Zhejiang University
Managing
across
Cultures
Professionalism in International Management
Lewis, R. (2002). Managing across
Cultures (2nd Ed.). Prentice Hall.

2. Richard
Lewis:
When
Cultures
Collide
About Authors
Susan C. Schneider (Swiss
)
Susan
C.
Schneider,
is
professor
of
human
resources
at
HEC
Geneva,
(Hautes
Etudes
Commerciales
Geneve),
part
of
the
Faculty
of
Economics
and
Social
Sciences
at
the
University
of
Geneva.
Professor
Schneider's
main
research
topics
are
intercultural
management,
cogniBve
sciences
and
their
impact
on
firms'
strategies.
Jean-Louis Barsoux (French)
Jean-­‐Louis
Barsoux
is
a
Senior
Research
Fellow
at
INSEAD
and
a
co-­‐authour
of
The
Set-­‐Up-­‐To-­‐Fail
Syndrome:
How
good
managers
cause
great
people
to
fail,
Harvard
Business
School
Press,
Boston,
2002.
2

3. Richard
Lewis:
When
Cultures
Collide
3
14
years
in
Germany
7
years
in
China
Born
and
grew
up
in
Indonesia
Prof.Dr.Hora Tjitra - Excellence in Culture,Talent and Change

4. Richard
Lewis:
When
Cultures
Collide
3
14
years
in
Germany
7
years
in
China
Born
and
grew
up
in
Indonesia
Prof.Dr.Hora Tjitra - Excellence in Culture,Talent and Change
Professional activities:
• Academic Teaching and Research,as well as Consulting,
Coaching,Training and Assessment in the area of:
- Cross-Cultural Awareness and Communication
- Cross-Cultural Issues in HR Management
- Corporate Learning and Development
- Executive Coaching and Assessment
- Global Leadership Development Program
- Facilitation of Strategic Conference
- Large Strategic Change Projects
International and National project references:
• BASF,Siemens,Dupont,Commerzbank,Hugo Boss,SAP,
Barco,GTZ,Telkom Indonesia,etc.

5. Richard
Lewis:
When
Cultures
Collide
Map and Brief Introduction
4

6. Richard
Lewis:
When
Cultures
Collide
Part I Contents
Converging
cultures
Culture
as
a
source
of
compe33ve
advantage/disadvantage
Recognizing
culture
Discovering
cultural
advantage
The
search
for
meaning
Ar3facts
and
behavior
Beliefs
and
value
Basic
assump3ons
Interpre3ng
pa?erns
of
culture
Cultural
spheres
of
influence
Crea3ng
compe33ve
advantage:
interac3ng
spheres
The
undertow
of
culture
Exploring
culture
InteracBng
spheres
of
culture
5

7. Richard
Lewis:
When
Cultures
Collide
Surface
Deep
Inside
The world is
getting smaller?
Cultural Identity and Integrity!
• Switzerland’s
refusal
to
join
in
European
• AdvocaBng
learning
ancient
language
• Global
Village
• Informa(on
sharing,
ea(ng
habits,
dress
• MelBng
Pot
• People
from
many
different
origins
living
in
big
ci(es,
e.g.,
Landon.
• DisBnct
Cultural
fragments
• Chinatown,
Italy
Town
• CompeBBve
language
and
culture
• Restaurant
menu
6
Converging Cultures?

8. Richard
Lewis:
When
Cultures
Collide
Universal of Management practice
• A set of principles and techniques
• Scientifically engineered
Cultural influence
• Different road systems
• Different medical needs and prescriptions
7
Converging Cultures - Management is Management?

9. Richard
Lewis:
When
Cultures
Collide
The
presence
and
power
of
Culture
8
Forces For and Against convergence

10. Richard
Lewis:
When
Cultures
Collide
Country-­‐level
Factors
Availability
of
resources
The
size
and
sophis3ca3on
of
the
market
The
nature
of
government
interven3on
The
type
of
strategic
networks
InsBtuBonal
Arrangements
Cultural
ConfiguraBons
France
EducaBon
System
places
high
value
on
engineering
and
administraBon
and
the
close
relaBonship
between
state
and
industry
9
Culture as a source of competitive advantage/disadvantage

11. Richard
Lewis:
When
Cultures
Collide
Culture
to
one
as
water
to
fish:
A
fish
doesn't
think
about
what
water
it
is
in
Bll
it’s
stranded!
Open for discussion My blind spot
Their blind spot Shared blind spot
What
I
see
What
I
do
not
see
What
they
see
What
they
do
not
see
Johari
window
Source:
adapted
from
S.Jourard（1964）
The
Transparent
Self,
Van
Nostrand
Reinhold,
Princeton,
NJ.
Recognizing
cultural
differences
Insights
10
Recognizing culture

12. Richard
Lewis:
When
Cultures
Collide
The
point
is
not
the
existence
but
the
way
they
are
used!
EffecBve
way
of
using
Stereotypes
11
Stereotypes

13. Richard
Lewis:
When
Cultures
Collide
The
Swiss…
Consider
themselves
to
be:
Are
perceived
by
foreigners
as
being:
Expect
foreigners
to
be:
Step
1 Step
2
Step
3
Step 4： Find the potential cultural aspects to achieve competitive
advantages 12
Discovering cultural advantage

14. Richard
Lewis:
When
Cultures
Collide
Part I Contents
Converging
cultures
Culture
as
a
source
of
compe33ve
advantage/disadvantage
Recognizing
culture
Discovering
cultural
advantage
The
search
for
meaning
Ar3facts
and
behavior
Beliefs
and
value
Basic
assump3ons
Interpre3ng
pa?erns
of
culture
Cultural
spheres
of
influence
Crea3ng
compe33ve
advantage:
interac3ng
spheres
The
undertow
of
culture
Exploring
culture
InteracBng
spheres
of
culture
13

15. Richard
Lewis:
When
Cultures
Collide
Exploring culture
14

16. Richard
Lewis:
When
Cultures
Collide
Artifacts & Behaviors
• Wri,en
vs.
verbal
contacts
• Architecture
&
design
• Gree=ng
rituals
• Forms
of
address
• Making
contact
• Dress
codes
15

17. Richard
Lewis:
When
Cultures
Collide
Beliefs & values
Criteria
for
success
What
is
manage-­‐
ment?
The
right
person
for
the
job
•Shareholders
•Customer
•Employees
Beliefs
•
people-­‐oriented
•
task-­‐oriented
Hire
what
kind
of
people
Values
16

18. Richard
Lewis:
When
Cultures
Collide
Basic assumptions
External adaptation
• Relationship with nature
Control
Uncertainty
avoidance
• Nature of human activity
Doing/being
Achievement/ascripBon
• Nature
of
reality
and
truth
Internal integration
• Human nature
Basically
good/
evil
• Nature of human relationships
Social/task
orientaBon
ParBcularism/universalism
Hierarchical
Individualism/collecBvism
Linking assumptions
• Space
Personal/physical
• Language
High/low
context
• Time
Monochronic
and
polychronic
Past/present/future
17

19. Richard
Lewis:
When
Cultures
Collide
External adaptation
External
adapta3on
Internal
integra3on
Rela1onship
with
nature
–Control
–Uncertainty
avoidance
Nature
of
human
ac1vity
–Doing/being
–Achievement/ascrip9on
Nature
of
reality
and
truth
Linking
assump3ons
Don’t
just
stand
there,
do
something.
VS
Don’t
just
do
something,
stand
there.
18

20. Richard
Lewis:
When
Cultures
Collide
• Human nature
Basically
good/
evil
• Rela1onships
with
people
★ Social/task
orienta>on
★ Masculinity/femininity
★ Hierarchy
★ Individualism/collec>vism
Internal integration
External
adapta3on
Internal
integra3on
Linking
assump3ons
19

21. Richard
Lewis:
When
Cultures
Collide
Linking assumptions
External
adapta3on
Internal
integra3on
Linking
assump3ons
20

22. Richard
Lewis:
When
Cultures
Collide
Part I Contents
Converging
cultures
Culture
as
a
source
of
compe33ve
advantage/disadvantage
Recognizing
culture
Discovering
cultural
advantage
The
search
for
meaning
Ar3facts
and
behavior
Beliefs
and
value
Basic
assump3ons
Interpre3ng
pa?erns
of
culture
Cultural
spheres
of
influence
Crea3ng
compe33ve
advantage:
interac3ng
spheres
The
undertow
of
culture
Exploring
culture
InteracBng
spheres
of
culture
21

23. Richard
Lewis:
When
Cultures
Collide
Interacting spheres of culture
National/Regional
Geography,
history,
poliBcal
and
economic
forces,
climate,
religion,
language
Industry
Resources,
technology,
product
market,
regulaBon,
compeBBve
advantage
Company
Founder,
leader,
administraBve
heritage,
nature
of
product/industry
stage
of
development
Professional
EducaBon,
training,
selecBon,
socializaBon
Functional
External
environment,
nature
of
task,
Bme
horizon
22

24. Richard
Lewis:
When
Cultures
Collide
National X Industry
Industry
Culture
Walkman Movie
Japanese American
X
= Japanese
invasion
into
the
soul
of
America
23

25. Richard
Lewis:
When
Cultures
Collide
Professional X National
Doctors Engineers Accountant
Germany USA UK
24

26. Richard
Lewis:
When
Cultures
Collide
Part II Culture & Managing Practice
25

27. Richard
Lewis:
When
Cultures
Collide
Culture & Organization
26

28. Richard
Lewis:
When
Cultures
Collide
Culture & Structure --- Five Value Dimensions
Hofstede
27

29. Richard
Lewis:
When
Cultures
Collide
Culture & Structure --- Cultural Profiles
28

30. Richard
Lewis:
When
Cultures
Collide
The Meaning of Organization
Task VS Social systems
Survey
done
by
A.
Laurent
What’s
an
organiza>on
29

31. Richard
Lewis:
When
Cultures
Collide
Culture & Process
30

32. Richard
Lewis:
When
Cultures
Collide
Culture & Strategy
31

33. Richard
Lewis:
When
Cultures
Collide
Interaction effects
Strategic
process
Controlling
vs.
Adap3ng
Strategic
content
Conserva3ve
vs.
innova3ve
Cost-­‐cuLng
Efficiency
Ra3onaliza3on
Seeking
new
markets/products
Market
expansion
Inves3ng
in
R&D
Diversifica3on
Forming
alliances
Strategic
profile
Defender（control
&
efficiency）
vs.
Prospector
(products
&market
opportuni3es)
32

34. Richard
Lewis:
When
Cultures
Collide
Strategic implications of culture
33

35. Thank
You
Contact us via …
Mail: hora_t@mac.com
Follow: twitter@htjitra
Website: http://horatjitra.com
Zhejiang
University,
Hangzhou
(China)