Business & Culture in Asia
Asian Business Environments
Dr. Markus Taussig, NUS Business School
Friday, February 13 (Week 5)
1
This Week
Housekeeping, Preclass assessment
Quick review of last week (politics)
This week: culture
✓country to firm view transition
✓mini case on K-Pop
2
Housekeeping
Need to make past assessment questions available to you
No class next week
Next week’s pre-class assessment will be early No class the following week either!
3
Pre-Class
Assessment
QUESTION
ANSWER
SHARE
CORRECT
1
A
99%
2
TRUE
70%
3
B
98%
4
B
89%
5
D
93%
6
D
94%
7
C
97%
8
D
65%
57%
9
C
10
FALSE
75%
11
C
94%
12
C
93%
13
D
82%
14
B
86%
15
OPINION
—
16
OPINION
—
17
OPINION
—
18
OPINION
—
19
…show more content…
3.52
MacIntyre:
Veto Points & Crisis
Assumes roughly equal shock and vulnerability to it across countries
So different outcomes are result of different policy responses to crisis Policy responses flow from institutional setups 13
Logic of Veto Points (1):
Credible Commitment stable, dependable policy environment requires ability to make binding promises
Too few veto points and you have POLICY
VOLATILITY, where policy is unpredictable
14
Logic of Veto Points (2):
Decisiveness
Appropriate flexible and responsive policy in dynamic environments require institutions that respond in an efficient and timely manner
Too many veto points lead to POLICY RIGIDITY that won’t budge from the status quo when needed
15
MacIntyre’s
Happy Medium
16
Veto Points in SE Asia
Thailand was stuck in gridlock
Indonesia vacillated wildly
Philippines (maybe Malaysia) struck a good compromise
17
SE Asian Veto
Points over Time
Thailand
1997
Indonesia
2006
18
2013
Politics & Growth
July 2011 TEDtalk by Prof. Yasheng Huang,
Sloan School of Management, MIT
19
Clark (1987):
Labor Inefficiency due to… Culture?
20
Clark (1987):
Labor Inefficiency is
Location-Specific
21
Is Clark’s conclusion convincing? 22
Culture!
Country-, Firm-, &
Individual-level
Perspectives
23
Country-Level
Perspective
24
We Like Identifying
Cultural Explanations
Clash of civilizations
National success or failure
Corporate success or
Culture is an observable, powerful force in any organization. “Made up of its members’ shared values, beliefs, symbols, and behaviors, culture guides individual decisions and actions at the unconscious level. As a result, it can have a potent effect on a company’s well-being and success” (One Page, n.d.).
A 3. C 4. D 5. B 6. B 7.
Culture is the certain way a place lives like villages , cities , towns etc also it can mean the customs of forsay town
Paul is a third-grader who is a very strong reader. He chooses to spend most of his time reading and enjoys many different topics. He writes long and complex stories during writer workshop as well. Paul seldom engages socially with other children; in fact, he is quite timid with both children and adults.
Therefore, it is important to increase our knowledge of Asian cultures, languages, negotiation styles, and business practices to further develop business relations that are favorable to the continued growth and development of our own country and the global marketplace. The Asia countries make a massive impact on global economics and trade relations which also affects the political aspects related to international relationships.
This paper provided an opportunity to take a deeper look into the country of Japan by conducting a Global Cultural Analysis. Throughout this paper the following four research areas were explored: 1.What is the major elements and dimensions of culture in Japan? 2. How are these elements and dimensions integrated by locals conducting business in Japan? 3. How does U.S. culture and business compare with the elements and dimensions of culture integrated by the locals conducting business in Japan? 4. What are the implications for U.S. businesses that wish to conduct business with Japan?
In this research paper I will be analyzing the cultural perspectives of doing business in South Korea. In doing so, I will be answering the four major questions as it relates to the major Elements and Dimensions of culture in South Korea. Also, since the dimensions of culture in any nation are many, it is necessary to analyze each category that makes up the Dimensions of one’s culture, these categories have been in place for many years in any given country. If we simply consider the Dimensions of Culture in the United States alone, which range from Religion to our Ethical standards, it would be clear
This leads on to the potential for risk and reward associated with adopting ethnocentric business practices. Successful foreign firms in Indonesia generally devise management systems to interface as far as possible with local approaches, accommodating hierarchy and encouraging social interaction in the workplace . While these may appear less efficient from an Australian perspective, they usually suit the Indonesian
Mismanaging cultural differences can render otherwise successful managers and organisations ineffective when working across cultures. As stated byOsland (1990, p. 4) ``The single greatest barrier to business success is the one erected by culture''. Hofstede (1983) defines culture as "the mental programming of the mind which distinguishes the members of one human group from another" (Hofstede 1983 p. 25). Through the comparison of Chinese culture and Australian culture using Hofstedes five cross-cultural dimensions: power distance, uncertainty avoidance, masculinity, individualism, and long-term orientation an insightful view into the differences and similarities of the cultures can be obtained (Chong & Park 2003). Human Resource Management
With the unstoppable trend of globalisation, it becomes extremely significant for international businesses to have a thorough understanding of different cultures. Hofstede (1980, pp. 21-23) defines culture as ‘the collective programming of the mind distinguishing the members of one group or category of people from another’. This essay examines Hofstede’s cultural framework and suggests that Hofstede’s cultural framework is an outstanding and authoritative tool to analyze culture differences. In this essay, cultural frameworks will be discussed firstly, following by a discussion of my cultural scores and background. Finally, recommendations on cross-cultural management between China and Australia will be provided.
B. True/False. Encircle T if the statement is correct and F if it is incorrect.
Asia in the future. In the wake of President Trumps “America First” rhetoric, the united
The United States and China boast the two largest economies in the world but, despite this fact, these two countries have very little in common. At first glance, this may seem very obvious to most people but, what exactly is it that makes these two countries so different? How is it that such different perspectives and approaches can both lead to great success? Hofstede’s six dimensions of culture are an attempt to answer these questions and more. Dr. Geert Hofstede, studied employees of the computer firm IBM in over fifty different countries. When he examined his findings he found “clear patterns of similarity and difference along the four dimensions” (Manktelow, Jackson Edwards, Eyre, Cook and Khan, n.d.). The fact that he focused his research on solely IBM employees allowed him to eliminate company culture as a differentiating factor and “attribute those patterns to national and social differences” (n.d.). He used his findings to originally identify four dimensions, later expanded to six, that could “distinguish one culture from another” (n.d.). The six dimensions all on a scale from 0 to 100 are:
INTERNATIONAL MANAGEMENT: CULTURE, STRATEGY, AND BEHAVIOR, EIGHTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited
THE POLITICAL ENVIRONMENT: The critical concern Political environment has a very important impact on every business operation no matter what its size, its area of operation. Whether the company is domestic, national, international, large or small political factors of the country it is located in will have an impact on it. And the most crucial & unavoidable realities of international business are that both host and home governments are integral partners. Reflected in its policies and attitudes toward business are a governments idea of how best to promote the national interest, considering its own resources and political philosophy. A government control's and restricts a company's