跨文化HRM 第六章.pptVIP

MNC strategies must address the cultural similarities and differences in their varied markets Globalization Production and distribution of products and services of a homogeneous type and quality on a worldwide basis National responsiveness Need to understand the different consumer tastes in segmented regional markets and respond to different national standards and regulations imposed by autonomous governments and agencies Need to adapt tools and techniques for managing the local workforce Figure 6-1 Globalization vs. National Responsiveness Meeting the Challenge Globalization imperative Belief that one worldwide approach to doing business is the key to both efficiency and effectiveness Factors that help develop strategies for different cultures Diversity of worldwide industry standards Continual demand by local customers for differentiated products Importance of being an insider Difficulty of managing global organizations Need to allow subsidiaries to use their own abilities and talents and not be restrained by headquarters Challenges of adjusting global strategies to regional markets MNC must stay abreast of local market conditions MNC must know the strengths and weaknesses of its subsidiaries MNC must give subsidiary autonomy to address local demands Cross-Cultural Differences and Similarities Parochialism Tendency to view the world through one’s own eyes and perspectives Problem for managers from advanced economies who believe that their knowledge is sufficient for doing business in less developed countries Simplification Process of exhibiting the same orientation toward different culture groups Orientation reflects one’s basic culture Table 6-1 Six Basic Cultural Variations Cross-Cultural Differences and Similarities (cont.) Similarities across Cultures Some similarities across cultures have been uncovered by researchers Russian and U.S. managers both: Carry out traditional management, communication, human resources, and networking activities Use organi