1. Unit 9 Intercultural Management

2. What is intercultural management?  跨文化管理真正作为一门科学，是在 20 世纪 70 年代后 期的美国逐步形成和发展起来的。它研究的是在跨文化 条件下如何克服异质文化的冲突，进行卓有成效的管理， 其目的在于如何在不同形态的文化氛围中设计出切实可 行的组织结构和管理机制，最合理地配置企业资源，特 别是最大限度地挖掘和利用企业人力资源的潜力和价值， 从而最大化地提高企业的综合效益。  兴起这一研究的直接原因是二战后美国跨国公司进行跨 国经营时的屡屡受挫。

3. Contents Cultural factors in international business management The role of culture in international business management Types of organizational culture Joint venture culture The influence of national culture Corporate culture Understanding corporate culture The contents of corporate culture Development of teamwork Selection of the team Establishment of credibility and trust Conflicts of the team Formation of team culture Strategies for international marketers Intercultural acculturation in international marketing Alternative multinational strategies: global versus local Adapting marketing strategy to culture Standardizing global strategy across cultures Mixed strategy Changing the culture

4. Cultural factors in international business management It is of vital importance to have a clear idea about various cultural factors, for example, organizational culture, national culture and joint venture culture.

5. The Role of Culture in International Business Management Cultural savvy is a working knowing of the cultural variables affecting management decisions. （文化常识 / 理 解） Cultural sensitivity or cultural empathy is an awareness and honest caring about other individual’s culture. It requires the ability to understand the perspective of those living in other (and very different) societies and the willingness to put oneself in another’s shoes. （文化敏感性 / 文化共鸣）

6. The Role of Culture in International Business Management This cultural awareness enables international managers to develop appropriate policies and determine how to plan, organize, lead, and control in a specific international setting. It leads to successful strategies and effective interaction in a workforce of increasing cultural diversity, both in the home country and in other countries. （文化意 识）

7. Types of organizational culture Organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs of organization members and their behaviors. There are four types of cultures in terms of organizational culture in general: academy culture universities, hospitals, large corporations, etc. baseball team culture investment banking, advertising, etc. club culture the military, some law firms, etc. fortress culture banks, large car companies, etc.

8. Joint venture culture What is joint venture? 合资企业一般指中外合资 中外合资经营企业是由中国投资 者和外国投资者共同出资、共同经营、共负盈亏、共担风 险的企业。外国合营者可以是企业、其他经济组织或个人。 中国合营者目前只限于企业、其他经济组织，不包括个人 和个体企业。经审查机关批准，合营企业是中国法人，受 中国法律的管辖和保护。它的组织形式是有限责任公司。

9. Joint venture culture Culture fulfills a number of functions: integration create a general consensus on fundamental issues and facilitates decision making during crisis coordination shared values and norms, coordinate actions motivation the change of values and the emphasis on the individual identification “we-feeling”

10. The influence of national culture National culture is an important influence on the development of joint ventures. National cultural differences have an important impact in large, multinational companies. However, this does not mean that they are the paramount factor in joint venture success. In practice, they are an extra limiting variable, which management must take into account. The different levels of culture (individual, organizational or national) do not exist in isolation. They are always linked together.

11. Corporate culture What is Corporate culture? Simple terms: Corporate culture is “the way things work in a corporation.” Culture can be best understood as overlapping webs or patterns of widely shared and deeply felt values and assumptions in an organization. General terms: Corporate culture is the look, the feel, the atmosphere of an organization and people within it. It is based on one’s perceptions and assumptions of how things get done within that particular organization.

12. 企业文化中一些典型的可观察到的要素 典礼和仪式 典故 象征物 语言

13. Some tips about Corporate culture  A company’s culture is greatly influenced by the management team as they set the policies and practices for the organization.  Many articles and books have been written in recent years about culture in organizations, usually referred to as “corporate culture”.  Every organization has its own unique culture or value set.  To be specific, corporate culture can be looked as a system.  Often the people who see an organization’s culture more clearly are those from the outside, the new comers, or the consultants.

14. Understanding corporate culture The culture of an organization is typically created unconsciously, base on the values of the top management or the founders of the organization. To be specific, corporate culture can be looked at as a system. Inputs include feedback from society, professions, laws, stories, heroes, values on competition or service, etc. The process is based on our assumptions, values and norms. Outputs or effects of our culture are organizational behaviors, technologies, strategies, image, products, services, appearance, etc.

15. The contents of corporate culture Culture comprises the deeply rooted but often unconscious beliefs, values and norms shared by the members of the organization. Culture drives the organization and its actions. It is somewhat like “the operating system” of the organization. It guides how employees think, act and feel.

16. The culture of Honda Its logo

17. Honda Mode （本田模式） 对公司员工 充分尊重个人，公平合理授权 一人一事，自由竞争 （保证每一个人部自由选择一个自己的主攻方向的权利。） 造就独创式人才 顾客满意为第一原则 信赖培养

18. The Philosophy of Honda （本田哲学 / 本田理念） 本田精神中最核心的是 “ 尊重个性 ” 与 “ 三个喜悦 ” ， “ 它所 表达的信念是：希望根据 “ 尊重个性 ” 同所有和本田的企 业活动发生关系的人们建立一种能够共同分享喜悦的相 互信赖关系。 ” 立足通过企业活动， “ 应该使购买商品的 人（购买的喜悦），从事商品的销售，服务的人（销售 的喜悦）、从事创造商品的一系列企业活动的人（创造 的喜悦），彼此能够互相分享喜悦。 ” 正是这样的富于 人性化的、顾客导向的企业哲学，指引着本田企业的一 步步发展壮大。

19. Development of teamwork （ 团队建设 ） Teamwork means cooperation among employees and employers. Team members must be flexible, adaptable, and able to work together to further their companies’ goals to succeed and stay competitive.

20. Selection of the team （团队构建） There are several things to select a successful team: 1.The composition of the team needs to be appropriate to the size of the team and the team’s objectives. 2.The location of team members. 3.Functional expertise is not sufficient for the success of a team. (excellent interpersonal, communication and leadership skills are needed.) 4.Success in the local condition does not equal to global success. 5.Previous experience in a team does not guarantee success in future team collaborations.

21. Establishment of credibility and trust Several factors are critical in the establishment of credibility and trust: ☆ Is trust automatically built, or is it established gradually? In highly industrialized countries, such as the U.S., the Netherlands, and the U.K., trust is established quickly. While in some other countries such as in India, trust is earned slowly and skepticism and distrust are the initial conditions. ☆ Does credibility relate to status, achievements, performances, or the combination of these three? In countries such as China, Japan, Mexico, Spain, France, and Germany, the hierarchy power in their cultures greatly affects the process of establishing credibility. ☆ Does good relationship depend on personal familiarity and closer connection or maintaining distance?

22. Conflicts of the team The diverse perspectives, personalities, styles, weaknesses, and strengths of the members will always induce conflicts. Two areas where conflicts often arise:  Attitudes toward work and personal time. Such differences in attitudes toward work and personal time often lead to difficulties and misunderstandings.  Sharing and exchanging information. The information is not shared appropriately.

23. Formation of team culture (1) The key requirements of creating a team culture:  The team should have moved from a low-context to a high-context communication style through personal, face- to-face communication with each other. A solid trust and credibility should have existed among them.  The team should have established its identity, a high degree of cohesion, and a sense of collectivism.  The team should be aware of its tendency to exclude “outsiders,” which is an effect of cohesion and collectivism.

24. Formation of team culture(2) The process of forming a team culture: cultural adoption 1.establishing common interests among diverse expectations and work approaches 2.enabling shared learning and development 3.establishing collaboration among members 4.accomplishing the development of multicultural team

25. Strategies for international marketers (1) 国际营销（ International Marketing ）是 …… 是指企业超越本国国境进行的市场经营活动。国 际市场营销与国内营销一样，需要企业文化整合、 市场调研、市场分析、市场细分、市场营销组合、 实行目标营销等一系列营销过程的战略确定及战 术实施。在确定正确的市场定位后制定适当的营 销组合方案以满足国际市场的需要，从而实现企 业的利润。国际营销既要适应国内环境，又要适 应国际环境，国际市场营销比国内市场营销具有 更大、更多的差异性、复杂性和风险性。

26. The cultural environment for business is regarded as a key factor in marketing development, and the cultural gap must be bridged when entering global markets. For achieving success in the area of international marketing, businesspeople must acquire knowledge of diverse cultural environments.

27. There are many good examples of English translations of Chinese product names, such as “Flying Pigeon”, （ ” 飞鸽牌 ” 自行车）, “Forever” （ ” 永久牌 ” 自行车）,”Diamond” (“ 钻石牌 ” 钟表）,”Luck” （ ” 乐凯 ” 胶卷）, “Dynasty” （ ” 王朝 ” 牌葡萄酒）. Proper translations of these product names can promote the sale of these products in foreign markets.

28. Strategies for international marketers (2) A marketer refers to one that sells goods or services in or to a market, especially one that markets a specified commodity. International marketing is defined as the strategic process of marketing among consumers whose culture differs from that of the marketer's own culture at least in one of the fundamental cultural aspects, such as language, religions, social norms, values, education and lifestyle.

29.  International marketers should be aware of and sensitive to the cultural differences and respect cultural traits of the consumers in various cultures and marketplaces.  Culture influences marketing and marketing influences culture.

30. Intercultural acculturation in international marketing （国际营销 中的跨文化适应） International acculturation is a dual process for marketers. 1. Marketers must thoroughly orient themselves to the values, beliefs, and customs of the new society to appropriately position and market their products. 2. To gain acceptance of a culturally new product in a foreign society, marketers must develop strategies that encourage members of that society to modify or even break with their own traditions.

31. One case An international marketer wants to sell polio vaccinations, they would require a two-step acculturation process: 1. The marketer must obtain an in-depth preventive medicine and related concepts. 2. The marketer must devise promotional strategies that will convince the members of a target market to have their children vaccinated.

32. Alternative multinational strategies: global versus local ( 跨国策 略的选择：全球化与本土化） 1. Adapting marketing strategy to culture （营销策略对文化的适 应） McDonald's is an example of the firm that tries to localize its advertising to consumers in each of its intercultural markets, making it a “global” company. In Japan the Ronal McDonald is renamed Donald because there is no “R” sound in Japanese. So, today McDonald's is really a “multi-local” company. And Levi’s also tends to follow strategies that calculate cultural differences in creating brand messages for their products. It tends to position its jeans for American consumers by stressing a social –group image, whereas it uses a much more individualistic, sexual image when communicating with European consumers.

33. 2. Standardizing global strategy across cultures （规范跨文化全球策略） Global marketing: Marketing a product in essentially the same way everywhere in the world. This is not a new idea –Coca-cola has used this basic approach for 40 approaches. Tastes, preferences, and motivations of people in different cultures are becoming more homogeneous. Thus, a common brand name, packaging, and communication strategy can be used successfully for many products.

34. 3. Mixed strategy （综合策略） Some firms have followed a “mixed” strategy in recent years. For instance, Coca-cola, Unilevel （联合利华）, Playtex （倍得适公司）,and Black Decker have augmented their global strategies with local executions.

35. Summary of the three marketing strategies 1. The 1 st strategy we discussed argues for adapting market strategy to local cultures. 2. The 2 nd strategy argues that intercultural differences are decreasing and in some areas can be ignored. – standardizing global strategy across cultures 3. The 3 rd strategy is the mixed strategy.

36. Changing the culture  Marketing strategy can also be developed to influence the culture directly to achieve organizational objectives.  Marketing does not simply adapt to changing cultural values and behaviors of customers; it is an active part of the cultural changing.  Marketing strategies can change culture and are changed by culture as well. For example, in China, many children, even some adults like eating hamburg. This is because so many Kentucky and McDonald's in our cities and their promotion campaigns and their diverse advertising. Therefore, we say it is their marketing strategies that changed some of our culture.