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InternationalMarketing,18e(Cateora)
Chapter5Culture,ManagementStyle,andBusinessSystems
1)Adaptationrequiresbusinessexecutivestoforsaketheirwaysandchangetolocalcustoms.
2)KylerecentlytransferredtoNorwayandisworkingwithBrittonamarketingidea,buttheirdifferentapproacheshavecreatedaquandary.IfKyledoesntunderstandBrittscustoms,heismorelikelytoevaluateBrittsbehaviorbyrelyingonwhatisfamiliartoher.
3)Electivesarebusinesscustomstowhichadaptationishelpfulbutnotnecessary.
4)Inordertobesuccessful,abusinessshouldrecognizeandaccommodateanyculturalimperativesassociatedwithaforeignentity.
5)Themajorityofbusinesscustomsfitintotheculturalelectivecategory.
6)Themasterofdestinyphilosophyisbasedontheideathatindividualsarenotincontroloftheirownfuturesbutareatthemercyofdecisionsmadebybusinessandgovernment.
7)TheacceptanceoftheindependententerpriseasaninstrumentofsocialactionisafundamentalconceptofU.S.corporations.
8)Thenotionthatcompetitioniscrucialforefficiency,improvement,andregenerationisfundamentaltoWesternmanagementpractices.
9)HighPowerDistanceIndexcountriesaremoreegalitarianthanlowPowerDistanceIndexcountries.
10)Thethreetypicaldecision-makingpatternsaretop-levelmanagementdecisions,decentralizeddecisions,andcommitteeorgroupdecisions.
11)Family-runbusinessesaremorelikelytofollowthepatternoftop-levelmanagementdecisionmaking.
12)Inthecommitteedecisionsetup,everycommitteemembermustbeconvincedofthemeritsofthepropositionorproductinquestion.
13)Workersincountrieshigherinindividualismandlowerinpowerdistanceshowmorecommitmenttotheircompaniesthanworkersincountr
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