of flexibility and responsiveness at the local level. 3、 Regionalization/Localization
Local markets are linked together within a region, allowing local responsiveness. The impetus:
a) Unique consumer preferences b) Domestic subsidies
c) New production technologies
备注：When competitiveness is determined on a country-by-country basis rather than on a global basis, regional strategies are more appropriate than globalization. In the regionalization or multidomestic strategy top managers within each region decide on their own investment locations, product mixes, and competitive positioning. They run their subsidiaries as quasi-independent organizations. Pressures for regionalization include (1) unique consumer preferences resulting from cultural or national differences, (2) domestic subsidies, and (3) technologies that facilitate low cost product variation.
Firms can fall anywhere along the continuum between global and regional or local. Some companies try to be ―glocal‖ by taking advantage of the best aspects of each strategy.
4、 Global Integrative Strategies 全球一体化战略 Full vertical and horizontal integration Example: Dell
a) Factories in Ireland, Brazil, China, and so on
b) Assembly and delivery system from 47 locations around the world c) Little inventory存货, ability to change operations quickly
备注：Many MNCs have developed their global operations to the point of full integration, including suppliers, productive facilities, marketing and distribution outlets, and contractors around the world. Dell is an example of a fully integrated company.
Chapter 7
1、Strategic Alliances(Cooperative Strategies)
Partnerships between two or more firms that combine financial, managerial, and technological resources and their distinctive competitive advantages to pursue mutual goals
2、Guidelines for Successful Alliances
Choose a partner with compatible strategic goals and objectives.Seek comple-mentaryskills, products, and marketsWork out how each partner will deal with proprietary knowledge or competitively sensitive informationRecognize that most alliances only last a few years Chapter 9
1、Staffing for Global Operations 雇佣 Ethnocentric Approach民族（母国）中心人事策略：Used at internationalization stage of strategic expansion, with centralized structure
? Parent-country nationals (PCNs)
Polycentric Approach多中心人事策略（东道国为主） ：Often used with multinational strategy
? Host-country nationals (HCNs) ? Global Staffing Approach全球中心人事策略 Third country nationals (TCNs)
? Transpatriates跨国人员 ? Regiocentric Approach ? 地区中心人事策略 Can produce a mix of PCNs, HCNs, and TCNs 母国公民、东道国公民、第三国公民的混合体 2、Cross-Cultural Training
? Culture Shock ：A state of disorientation and anxiety about not knowing how to behave in an unfamiliar culture
? The goal of training is to ease the adjustment to the new environment
? Subculture Shock ：When a manager is transferred to another part of the country, where there are cultural differences
? The ―shock‖ comes from feeling like an ―immigrant‖ in one’s own country 3、Four stages of Cultural shock
? Honeymoon: positive attitudes and expectations, excitement, and a tourist feeling prevail
? Irritation and hostility: crisis stage when cultural differences result in problems at work, at home, in daily living—homesick and disoriented.
? Gradual adjustment: recovery process that the ―patient‖ gradually becomes able to understand and predict patterns of behavior, use the language, deal with daily activities, they start to accept their new life.
? Biculturalism: manager and family members grow to accept and appreciate local people and practices and are able to function
Chapter 11
1、Cross-Cultural Research on Motivation
High Uncertainty Avoidance ：Suggests need for job security, low uncertainty suggests motivation by risky opportunities
? High Power Distance ：Suggests motivators in boss-subordinate relationship, low power distance suggests motivation by teamwork and peers
? Individualism ：Suggests motivation from opportunities for individual advancement and autonomy, collectivism suggests appeals to group goals and support
? Masculinity ：Suggests people are more comfortable with traditional division of work, femininity suggests looser boundaries, flexible roles 2、The Meaning of Work (MOW)
? Factors Most Valued About Work：A needed income
? Interest and Satisfaction ? Contacts with others ? A way to serve society
? A means of keeping occupied ? Status and prestige
备注：In considering what motivates people, we have to understand their needs, goals, value systems, and expectations. No matter what their nationality or cultural background, people are driven to fulfill their needs and to achieve goals. It is first important to understand what work means to people from different backgrounds. For most people, the basic meaning of work is tied to economic necessity. However, the meaning of work also can be thought of more subjectively. For instance, the Thai word for work is ngan, which is the same as the word for play. In the US, China, and Germany, people tend to have more serious approaches to work.
Exhibit 11-1, which is summarized in this slide, depicts results from research by George England examining the meaning of work in eight countries. This research considers work centrality, or the importance of work, relative to that of leisure, community, religion, and family. The higher the mean work centrality score, the more motivated and committed workers will be. 图：书p.365
悉商2014跨文化管理复习整理
