employees was done in 11 countries using the Cranet Questionnaire. The cultural practices were measured by collecting data from middle managers response to the questionnaire such as common behaviours, institutional practices, proscriptions, and prescriptions in a 7-point scale, where ‘1’ indicates strong disagreement and ‘7’ indicates strong agreement. From this survey, the authors summarized the enabling and disabling factors of cultural practices in HRM which is devolution; workforce diversity; strategic
Past experiences have demonstrated that cultural diversity in an organization can lead to issues. For instance, the implementation of a strategy in a context different from where it has been created can be difficult, conflicts between subsidiaries and the headquarters can exist, or management of intercultural teams can be problematic. Walmart in Germany is a relevant example of the cultural context importance when it comes to HRM. In fact, in 1997 and 1998, Walmart acquired two companies in Germany
the concept of crossvergence of culture within global society by analyzing the evidence provided in the Kelley, MacNab, and Worthley study. It is necessary to first summarize their argument and define culture to contextualize the argument. Next, I will examine the smaller ideas contained within the theory , specifically, the ideas of convergence and divergence, in order to fully explain the argument. Article Summary Kelley et al (2006) attempted to build upon the crossvergence theory by examining
Introduction Cross cultural studies has great impact especially to business managers. National culture or core culture that developed the individual before it is influenced by other factors in the environment and society is subject to change depending on how strong the influences would be. However for the individual to fit in, they have to embrace the new found culture or a new culture might have evolved combining the core values and the current society’s value. Literature Review In Kelley
Critically evaluate the factors influencing MNC’s ability to transfer HR practices from one national context to another. • globalization • embeddedness of managerial models • cultural convergence and divergence of HR practices • institutions • standardization of HR practices • transfer is not a smooth sailing- why? identify reasons that influence MNC’s ability • for examples: cultures differences (power distance, languages); social factors, political pressures; industrial characteristics
standardized products at low prices. Technology is a powerful force that has driven the world towards a converging commonality. Almost everybody everywhere wants all the things they have heard about, seen, or experienced via the new technologies. The cultural differences are becoming more and more homogenized. The result is a new commercial reality—the emergence of global markets for standardized consumer products on a previously unimagined scale of magnitude. Organizations need to move from being multinational
culturally, politically or economically driven. For instance, in view of a politically defined region, it might be the case that MNEs are capable to take benefit of and use political properties that rest among the home and host region, in spite of a great cultural or institutional distance. consequently, regions definite politically may offer a different description in understanding the geographical behaviours of diversification of MNEs. Interestingly, as this argument arise due to the enlarged speed of globalization
This can highly affect the investors from global banks. QUESTION 3: IS CROSSVERGENCE A SOLUTION? “This might lead the international strategic alliances to move for a more convergence form of management toward a more hybrid process of crossvergence.” The answer is “YES”. As stated in the case, convergence is a movement in which the principles, policies and practices were universalized by a single approach. However, crossvergence involved numerous movements in different forms towards the development
Headquarters How useful are theories of convergence, divergence and crossvergence in explaining the complexities of relationships between headquarters and subsidiaries? The various theories are providing a way for firms to understand cultural differences and address these issues. This is achieved through utilizing these strategies in conjunction with one another to comprehend the root causes of the problems and introduce solutions to them. When this happens, a neutral culture is established that
from the third country are skills of multi-language and sensitivity of cross-culture. Culture is “the collective programming of the mind that distinguishes the members of one group of people from another”(Hofstede, 2001:9). Managers need to consider cultural dissimilarities to make decisions(Fisher＆Hartel, 2004). Third country nationals (TCNs) are too expensive, although they are professional enough. Besides, employing TCNs is more instable and hardly-controlled. Therefore, in general, the majority