Joint Venture Essay

Productivity in the new culture is experienced to an extremely positive extent. Business dealings and negotiations become secondary nature to the expatriate, and the expatriate’s journey becomes a great success in the perspective of their employing company.

It is important that you work in partnership with all of the people surrounding the individuals that you are supporting, in order to ensure the best possible support and care are provided. This will include Carers, Families, Advocates and other people who are sometimes called “Significant Others”. In order to work well in partnership, there has to be good communication therefore you will need to have good communication skills. Other people may be able to provide useful information to support you in your work, and you may be able to find useful information to support them in being part of the individual’s life. An example might be if there are

Partnership work is essential when providing person centred support and it also the only way to address some of the govements most challenging long term social objectives.

GE has numerous expatriate employees in overseas positions. Catalanello and Redding (1989) argued that GE’s success with their human capital is based on the training they provide to them (as cited in Jain and Agrawal, 2005, P. 83). The training provided to its expatriate employees helps to build competitive advantages at GE. Expatriates, when visiting a foreign country on business would need a basic understanding of that nation’s culture, as it relates to business. Being able to say please and thank you in the native language can go a long way to building productive relationships with foreign nationals. Although, as business has become more global, business people understand there are cultural differences and are generally tolerant of visitors that do not understand, or have a working knowledge of their

Upon reading about Kelly’s assignment and the problems that she faced while being chosen to work in Japan, it seems as though she along with her family had a difficult time adjusting to the different culture and customs that working overseas can bring. Kelly was selected by a process known as expatriate selection, which is the “selection of personnel for overseas assignments” (Deresky, 2014, p. 278). Her boss believed that due to her performance in her regular domestic setting, she would prove that she would do well while working abroad. However, it seems as though her boss may have overlooked certain cross-cultural factors that are important for international business matters.

Making business abroad can be risky, but it can also be profitable for a company as well; thus the necessity to study in deep the country where the company will bring the business to. International companies are faced with many cultural challenges, when doing business across and inside of different borders. Identifying the significant cultural issues involved when evaluating the attractiveness of a particular location as a place for doing business can be crucial for a business. Aspects to consider when studying culture in a new place

Expatriate staffs are ignorant of the local culture. Recruiting a local staff eliminates the cost of training an expatriate on intercultural issues. Because the expatriate staff is unfamiliar with the local culture, there will often be the struggle to acclimatize and adapt to the new culture. Additionally, the expatriate staff does not know how the employment system in the host country is so to recruit local staff will pose an enormous challenge for the expatriate staff (Malamud & Rotenberg, 2010). Additionally, expatriate staffs will not efficiently and effectively network with local stakeholders because of language and cultural

Cross cultural awareness can enhance the potential of the international business person's trip considerably. Let us look at a brief example:

Cultural differences between countries have strong effects on individual personality and behavior, as well as on organizational culture (Hofstede 2001). These differences can be a significant barrier for an international business leader. Failure to understand and adapt to these differences may

2. When a company grows in size and makes the decision to expand internationally, it is vital for its image among current and future customers to complete projects effectively and on time. Furthermore, it is also likely that such an expansion would entail the representation of more than one culture among the workforce. Indeed, while many employees will be relocated from the home country, a further proportion will be hired from the host country. To facilitate the relations and

First, cultural difference can pose great problems in communication and collaboration in a joint venture. In this case, an attempt to attract a strategic investor had failed primarily because of lack of cultural sensitivity by the U.S.

As you know, even though both companies had mutual incentive to establish a joint venture, arriving to an agreement was unsuccessful. After analyzing the notes supplied by Mr. Jones and Mr. Wang I have come to the conclusion that several major cultural differences were the source of the communication breakdown.

Dewald, B., & Self, J. T. (2008). Cross Cultural Training for Expatriate Hotel Managers: An Exploratory Study. International Journal Of Hospitality & Tourism Administration, 9 (4),

The first country we will look at is China. The first thing to consider, when setting up a business in China, especially for a foreign national, is to determine the legality of the business. Many types of businesses are not allowed to be run by foreign nationals in China. For example, an export trade company cannot be run by a citizen of another country in China (Harris, 2017). Next, you need to decide if your corporation is going to be a joint venture or what is called a wholly foreign owned enterprise (WFOE). A joint venture is a partnership with a Chinese citizen. While setting up a joint venture may make the process easier, Issie Lapowsky of Inc. strongly suggests against it, as it often leads to the Chinese citizen winding up with

For the past two decades continuous problems have occurred concerning company’s expatriates. Expatriates are sent overseas to manage the parent company’s additional branch according to the company’s culture. The goal for these expatriates, “domestic equals overseas performance”, is, having the ability to run the company as efficiently overseas as it is in the states. For the past two years expatriates are have not been able to attain this goal. Many companies did extensive research and decided on four components every expatriate must learn in order to adjust successfully. The four dimensions are: The Self-Oriented Dimension, The Others- Oriented Dimension, The Perceptual Dimension, and The Cultural-Toughness Dimension.