跨文化研究CCI.pptVIP

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * 7. People enjoy the free things of life (relationships, leisure, religion, celebrations, etc.) more than the bought things. 8. Most businesses are small family-operated. 9. Women have a different social role than men. 10.Govenments politics are unstable. 11. Who you know is more important than what you know. Why do business operations on the grass roots level make or break foreign joint ventures? Because most cultures aren’t equipped with a strong institutional infrastructure. GRASS ROOTS BUSINESS THRIVES ON: Personal relationships vs. contracting Hospitality (bonding) Exchanging favors to build a resource base THE PERSONALIZED APPROACH TO DOING BUSINESS Doing business more on the basis of who you know rather than what you know Continuing networking relationship-building Associational power—based on your boss, family members, others you are closely networked with Hospitality (bonding) Patience (people valued over performance) THE FOOTPRINTS OF IMPERSONAL BUSINESS Legalization of business deals via contracts rather than friendships Professionalism: no favoritism, anti-nepotism policies, bidding for contracts, etc. Accountability via codes of professional ethics, performance reviews, financial audits, boards of directors. In most cultures, it’s smart for women to pursue career success via cutting-edge technical jobs because they are so much in demand that’s it’s hard for companies to bypass women. In most male-dominated cultures, foreign professional women are treated as a “third gender” (neither male nor female). They are not treated as a culturally-traditional woman is treated in that culture, nor as a man is treated. Instead, women professionals are treated with a special code of etiquette that takes males “off the hook” for complying with traditional cultural expectations for treating women. Thus, traditional (paternalistic) cultures need 3 genders for conducting bus