Global Strategy, Structure, And Systems

In order to gain and sustain competitive advantage an organisation must understand the environment in which it operates in order to compete.

However, outside of the senior management team an all-encompassing belief in the culture is less pervasive, and use of the culture as a management tool is less effective. An employee’s understanding of the company culture is impact by the employee’s national cultures and the location of business unit. Outside of the United States, particular in my experience in Asia, when the company’s credo is translated into local languages, like Chinese and Thai, the words often do not carry the same meaning. Even with transliterate the credo is not easily understood. This was recognized by Halsall in 2008 who noted that national cultures may share different common values creating a challenge for standardized management practices. We also seen that whilst many employees appreciate the credo their motivation is driven by other needs, such as the security that the wage brings, and the impact that the financial rewards can bring to their families. In these instances the level of the financial reward far out weights the importance of company culture or working environment.

The organization’s environment describes the atmosphere inside and outside of the organization and how the entity responds to the conditions. The company should understand how these forces drive the organization and in which direction. With this knowledge, the organization will be able to plan and make adjustments as necessary.

There are many cultural and ethical differences between countries and it is important for mutual trust and respect that no organization try to strong-arm another into their way of thinking or take a position that their culture is more valuable than the other. According to Pitta, Fung, and Isberg (1999), it is vital for success to have a basic understanding of the culture and the expectations within cultures as they affect all business transactions. Failing to understand and consider the cultural differences will likely result in failure.

It is critical to organizations because the employees are from different cultural backgrounds. These distinctions have to be considered when making decisions because they have an impact on formal work relationships and performance. This understanding is more paramount to multinational organizations because they have business operations right at the heart of different cultures in the various countries. The success of global firms depends on how well the management handles the cultural differences and uses them to the advantage of the

WikiMart is a Russian online marketplace operating for Russia and Russian speaking countries. Two Stanford MBA students founded the startup company was founded in 2008, their by two Stanford MBA students with the strategy to reach the young and technologically savvy and young consumers in Russian speaking countries. Twith the founders’ goal of dominating in Russia and other countries of the former Soviet Union is well on its way as WikiMart . that has evolved into a large competitor in the e-commerce industry for that part of the world. The startup company was founded in 2008 by two Stanford MBA students with the strategy to reach the technological and young consumers with the goal of dominating in Russia and other

On the contrary, people in countries over seas would be more prone to follow directions that are given by managers who have legitimate power or authority. This goes to show how cultural influence has not only an obvious affect, but a psychological one as well. It can propose ideas that need to be honored because the culture believes that it is a better way of doing things. They believe that if they perform a certain way, they are doing things the best way.

What is international strategy? "An international strategy is a strategy through which the firm sells its goods or services outside its domestic market" (Hill 378). One of the primary reasons for implementing an international strategy (as opposed to a strategy focused on the domestic market) is that international markets yield potential new opportunities.

First of all, culture affects the beliefs and values of people, and also, it decides the behavior of people, the information gathering method and communication type, decision making and so on, which are all critical in running business. So organizations are actually culture bound in spite of pressures for convergence of the facts of industrialization, globalization and so on.

This lack of effort when facing challenge is likely to depress their performance. On the other hand, under a learning orientation, individuals will experience an adaptive pattern and they are more likely to increase effort when encountering difficulty and this effort is likely to increase performance. Keywords: Cultural Values, Goal Orientation, Organizational Behaviour, Human Resources Much research in organizational behavior has often ignored the impact of national culture on the individual (Boyacingler and Adler, 1991). This is not surprising since national culture’s influence in organizational behavior occurs at such a deep level that people are not usually aware of its influences (Triandis, 1983). For example, even though it is clear that values and goals of societies differ, most theories on work motivation have been made in the US with a US perspective (Boyacingler and Adler, 1991). This may encumber the generalizability of some of these motivation theories to a global environment because, as Hofstede (1980) affirms, even when some principles in motivation may be almost universal, the way managers implement them depend on individual differences in values and goals. These differences are determined by local conditions (Hofstede, 1980), and can be analyzed through the predominance of specific cultural dimensions. This paper contributes to fill the void of culture in many

The environment is a mix between the internal and external forces which has a major of influences positively or negatively on the organizations, especially on their ability to build and maintain successfully.

As stated by Hofstede (1993), everyone is human and having grown up in a specific environment, everybody’s ideas cannot help but reflect the constraints of their individual societies (G. Hofstede (1993). Cultural Constraints in Management Theories). Everyone, especially people from different countries and societies are exposed to very different forms of social conditioning throughout their lives. Thus different people of various nationality and society behave and react very distinctly while coping with problems and situations. For example, Hofstede’s four-culture dimension model states that societies with high uncertainty avoidance like the Japanese, are unwilling to take risks and feel threatened by uncertainties. In contrary, people originating from countries low in uncertainty avoidance, such as the Americans, feel much at ease with change and are less conservative and more inquisitive to explore new areas and risks. Apparently, a Japanese and an American employee working in the same company would have starkly different approaches towards their work. The Japanese, having originated from a culture of high uncertainty avoidance, would be more traditional, follows by the book and probably have low tolerance towards the American’s bold, open-minded ideas and behaviors. For this reason, organizational culture is crucial to establish common goals and shared beliefs to overcome friction due to

Another point of evidence to support the idea that culture is a problem is that the "selfishness" has been cited by some as a barrier to trust. Selfishness could simply reflect the motivation system that the company has this will be

Organizational strategies are tactics and objectives used by an organization to achieve a wide array of company goals that ultimately increase profitability. A company’s organizational strategies can allow them to uphold their core competencies and achieve competitive advantages.

organisational culture are contrasting as some writers such as Deal and Kennedy (1982) and Peters and Waterman (1982) have suggested that culture has a significant effect on commitment whilst authors such as Mathieu and Zajac (1990) and Lahiry (1994) have suggested that the relationship between culture and motivation to be weak (As cited in Lok and Crawford, 1999).