Case Study: MTV Networks' The Arabian Challenge
MGMT2102 Case Study: MTV Networks- The Arabian Challenge
MTV (Music Television), launched in 1981, pioneered the concept of a cable music channel. MTV’s global expansion strategy since the mid-1990s was to “Think globally, act locally,” where they aim to adapt to local conditions by really reflecting the youth culture, and adhering to local taste and culture. In this case, analysts felt that the Middle East would prove to be MTVN’s most ambitious and challenging venture, however MTV still decided to launch here due to proactive reasons (growth opportunities), but recognised that their success was contingent upon a tactical balancing between being mindful and respectful, and without diluting what MTV stood for (delivery of international quality music); as well as being able to deal with all issues discussed in this memo (anti-American sediments prevalent; stiff competition; culturally sensitivity).
Fundamental Management Issue: Paradoxes of Cross cultural management (Sense-Making Model)
Sense-making involves placing stimuli into a framework that enables people to “comprehend, understand, explain, attribute, extrapolate, and predict”. By noticing cues about the situation, eg nature of people, relationship, topic, location, prior events; the sense-making model allows us to index context, and thus make attributions based on identity and experiences. MTV Arabia (MTVa) recognised their context of attempting to launch into the culturally sensitive Arab world environment, where anti-American sentiments prevail due to Cultural History. In this case, MTVa has so far been successful through selecting the appropriate schema, which not only results in self confidence and effectiveness, but prevents them from making serious and costly mistakes. MTVa’s success is also contributed to their recognition of the influences of cultural values, and their understanding beyond sophisticated stereotyping- Although the Arab world’s high Uncertainty Avoidance dimension reveals a
MTV (Music Television), launched in 1981, pioneered the concept of a cable music channel. MTV’s global expansion strategy since the mid-1990s was to “Think globally, act locally,” where they aim to adapt to local conditions by really reflecting the youth culture, and adhering to local taste and culture. In this case, analysts felt that the Middle East would prove to be MTVN’s most ambitious and challenging venture, however MTV still decided to launch here due to proactive reasons (growth opportunities), but recognised that their success was contingent upon a tactical balancing between being mindful and respectful, and without diluting what MTV stood for (delivery of international quality music); as well as being able to deal with all issues discussed in this memo (anti-American sediments prevalent; stiff competition; culturally sensitivity).
Fundamental Management Issue: Paradoxes of Cross cultural management (Sense-Making Model)
Sense-making involves placing stimuli into a framework that enables people to “comprehend, understand, explain, attribute, extrapolate, and predict”. By noticing cues about the situation, eg nature of people, relationship, topic, location, prior events; the sense-making model allows us to index context, and thus make attributions based on identity and experiences. MTV Arabia (MTVa) recognised their context of attempting to launch into the culturally sensitive Arab world environment, where anti-American sentiments prevail due to Cultural History. In this case, MTVa has so far been successful through selecting the appropriate schema, which not only results in self confidence and effectiveness, but prevents them from making serious and costly mistakes. MTVa’s success is also contributed to their recognition of the influences of cultural values, and their understanding beyond sophisticated stereotyping- Although the Arab world’s high Uncertainty Avoidance dimension reveals a