International Business 320 Final Exam Study Guide
CASE: ‘Insallah: An Expatriate Challenge’ [Saudi Arabia]
Sells Bladeco & steel products
“Wasta” = connections
“Insallah” = a feeling or cultural norm – God willing
Masculinity – Mustafa refused to conduct business with a woman
High Power Distance – Helped get US representative out of jail for drinking water during Ramadan
Relationship-Focused & Highly Collectivist
CASE: ‘Co-operating & Communicating Across Cultures’ [Germany]
German led project (Jim from US to Germany)
Then; American led project (Klaus from Germany to US)
New laser eye surgery product first introduced in European market, then moved over to America
Specific - Believe in keeping work (formal) and outside (informalities) separate from one another
Collectivist – Klaus thought the Americans highlighted their individual inputs too much
Higher Uncertainty Avoidance – German preference for a long, detailed planning stage
Lower Power Distance – German tendency to be highly participative and seek a consensus on any decision
Also German managers are more moderators than leaders
Long-Term Orientation
CASE: ‘Philippe d’lribane: La Logique de l’honneur [US, France, Netherlands]
France
Ascribed - Motivated by personal pride and tradition of performance
Financial rewards uncommon
Customer satisfaction is not a focus
Relationship-Focused – Unofficial networks are important
Low Power Distance – Disregard rules and authority
Netherlands
Low Power Distance – Impossible for boss to issue orders and social hierarchy is weak
Long-Term Orientation – Long-term planning
Collectivist – Difficult to introduce changes b/c consensus is needed
Low Masculinity – Open conflicts are rare
CASE: Tambrands: Overcoming Cultural Resistance [Mexico & Venezuela]
Challenge of addressing religious and cultural norms with sensitive product like tampons
Avoid Middle East b/c religiously sensitive product
Uncertainty Avoidance – Countries resistant to change requires the need to be educated
Venezuela showed
Sells Bladeco & steel products
“Wasta” = connections
“Insallah” = a feeling or cultural norm – God willing
Masculinity – Mustafa refused to conduct business with a woman
High Power Distance – Helped get US representative out of jail for drinking water during Ramadan
Relationship-Focused & Highly Collectivist
CASE: ‘Co-operating & Communicating Across Cultures’ [Germany]
German led project (Jim from US to Germany)
Then; American led project (Klaus from Germany to US)
New laser eye surgery product first introduced in European market, then moved over to America
Specific - Believe in keeping work (formal) and outside (informalities) separate from one another
Collectivist – Klaus thought the Americans highlighted their individual inputs too much
Higher Uncertainty Avoidance – German preference for a long, detailed planning stage
Lower Power Distance – German tendency to be highly participative and seek a consensus on any decision
Also German managers are more moderators than leaders
Long-Term Orientation
CASE: ‘Philippe d’lribane: La Logique de l’honneur [US, France, Netherlands]
France
Ascribed - Motivated by personal pride and tradition of performance
Financial rewards uncommon
Customer satisfaction is not a focus
Relationship-Focused – Unofficial networks are important
Low Power Distance – Disregard rules and authority
Netherlands
Low Power Distance – Impossible for boss to issue orders and social hierarchy is weak
Long-Term Orientation – Long-term planning
Collectivist – Difficult to introduce changes b/c consensus is needed
Low Masculinity – Open conflicts are rare
CASE: Tambrands: Overcoming Cultural Resistance [Mexico & Venezuela]
Challenge of addressing religious and cultural norms with sensitive product like tampons
Avoid Middle East b/c religiously sensitive product
Uncertainty Avoidance – Countries resistant to change requires the need to be educated
Venezuela showed