Chap005 Managing Across Cultures International Management Culture , Strategy and Behavior 国际企业管理文化战略与行为课件.pptVIP

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Chap005 Managing Across Cultures International Management Culture , Strategy and Behavior 国际企业管理文化战略与行为课件.ppt

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Chap005 Managing Across Cultures International Management Culture , Strategy and Behavior 国际企业管理文化战略与行为课件

5-* Managing Across Cultures chapter five Chapter Objectives The specific objectives of this chapter are: EXAMINE the strategic dispositions that characterize responses to different cultures. DISCUSS cross-cultural differences and similarities. REVIEW cultural differences in select countries and regions, and note some of the important strategic guidelines for doing business in each. Same/ Difference /Updating Strategic Predispositions Four distinct predispositions toward doing things in a particular way: Ethnocentric（母国中心倾向） Polycentric（多元中心倾向） Regio-centric（地区中心倾向） Geocentric（全球中心倾向） Strategic Predispositions Ethnocentric predisposition A nationalistic philosophy of management whereby the values and interests of the parent company guide strategic decisions（母国价值观念和兴趣来指导战略决策，如中石油）. Strategic Predispositions Polycentric predisposition A philosophy of management whereby strategic decisions are tailored to suit the cultures of the countries where the MNC operates.（适应各国文化如微软） Strategic Predispositions Regio-centric predisposition A philosophy of management whereby the firm tries to blend its own interests with those of its subsidiaries on a regional basis（将企业自身兴趣和子公司的兴趣在地区基础上整合起来，如肯德基）. Strategic Predispositions Geocentric predisposition A philosophy of management whereby the company tries to integrate a global systems approach to decision making.（整合全球体系进行决策，如IBM） Orientation of an MNC Meeting the Challenge The Globalization Imperative: Belief that one worldwide approach to doing business is key to efficiency and effectiveness. Many factors facilitate the need to develop unique strategies for different cultures: Diversity of worldwide industry standards（产业标准多样化） Continual demand by local customers for differentiated products（消费需求差异化） Importance of being insider as in case of customer who prefers to “buy local”（消费者本地情结） Need to allow subsidiaries to use own abilities and talents unconstrained by headquarters （子公司的授权需求） Globalization vs. National