Thesis (MComm)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Knowledge is generally regarded as a new competitive business resource in the information age. The leveraging of this resource has therefore become a significant concern of knowledge management. Knowledge management is not culturally neutral, however, and there seem to be differences between Western and Eastern knowledge management practices. In order to address these differences and determine their cultural roots, a comparative analysis of the cultural influences on knowledge management approaches in Western and Eastern corporations is needed. To fulfil this objective, it was firstly necessary to clarify the basic concept of knowledge, knowledge management and some relevant cultural issues. Secondly, specific Western and Eastern corporations were chosen as case studies, and their knowledge management approaches were analysed. In a third step, a comparative analysis was done between Western knowledge and Eastern knowledge management practices. The culturally determining factors are presented. In the second part of the study, the relationship between knowledge management and cultural issues was discussed. Since knowledge management is still in its infancy, this means that a common language is being established. Although the importance of corporate culture has been recognised, national cultural influences on knowledge management practices still need considerable scholarly attention. In the third part of the study, three national cultures were chosen to represent the Western and Eastern cultures. America and Sweden represent Western culture, while Japan represents Eastern culture. Several corporations, including IBM, Skandia, Toshiba, Sharp, were presented as case studies and their knowledge management approaches were analysed, e.g. tacit knowledge management focus, explicit knowledge management focus, knowledge creation, knowledge reuse, internal acquirement of knowledge, external acquirement of knowledge, etc. Based on the analysis of the Western and Eastern corporations' knowledge management practices, a comparative analysis was conducted to identify the role that national culture plays in corporate knowledge management. In the last part of the study, the conclusions indicated that national cultures do influence knowledge managers in their choice or omission of certain approaches to knowledge management. Following from this conclusion, several future research suggestions were proffered. / AFRIKAANSE OPSOMMING: Kennis word oor die algemeen as 'n nuwe mededingende bron van die inligtingsera beskou. Die invloed van hierdie bron het dus 'n betekenisvolle aangeleentheid vir kennisbestuur geword. Kennisbestuur is egter nie kultureel-neutraal nie en daar is toenemende bewyse van verskille tussen Westerse en Oosterse kennisbestuurpraktyke. 'n Vergelykende analise van kultuurinvloede op die kennisbestuurbenaderings van Westerse en Oosterse ondernemings is nodig om hierdie verskille te bepaal en hul grondslae te ondersoek. Om aan hierdie doelstelling te voldoen was dit nodig om eers die basiese kennis- en kennisbestuurbegrippe en fundamentele kultuurdimensies te verklaar. Tweedens is spesifieke Westerse en Oosterse ondernemings gekies as gevallestudies en is hul onderskeie kennisbestuurbenaderings geanaliseer. Derdens is 'n vergelykende analise van Westerse en Oosterse kennisbestuurpraktyke gemaak. In die tweede gedeelte van hierdie studie word die verhouding tussen kennisbestuur en kulturele kwessies ontleed. Aangesien kennisbestuur nog in sy kinderskoene staan beteken dit dat 'n gemeenskaplike terminologie gebou moet word. Alhoewel die belangrikheid van korporatiewe kultuur al herken is, benodig die invloede van 'n nasionale kultuur op bestuurspraktyke nog aandag. In die derde gedeelte van hierdie studie word drie lande as die verteenwoordigers van Westerse en Oosterse kulture gekies. Amerika en Swede verteenwoordig Westerse kultuur, terwyl Japan Oosterse kultuur verteenwoordig. Verskeie ondernemings soos IBM, Skandia en Toshiba word as gevallestudies behandel en hul kennisbestuurbenaderings word geanaliseer, bv. onuitgesproke kennisbestuurfokus, eksplisiete kennisbestuurfokus, kennisskepping, kennisherverbruik, interne kennisverkryging en eksterne kennisverkryging. 'n Vergelykende analise, gebaseer op die onderskeie analises van Westerse en Oosterse kennisbestuurpraktyke, word gedoen om die rol van nasionale kultuur in korporatiewe kennisbestuur te identifiseer. Die bevindings, gevolgtrekkings en aanbevelings van die studie toon dat kennisbestuurders wel deur hul nasionale kultuur beïnvloed word in hul keuse, al dan nie, van sekere benaderings tot kennisbestuur. Verskeie voorstelle vir toekomstige navorsing, afgelei van die gevolgtrekkings en aanbevelings, word hierna voorgelê.

by Wan Yiu Ming, Wong Kwai Sang, Zhao Bin. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 40-44). / ABSTRACT --- p.ii / TABLE OF CONTENT --- p.iii / LIST OF ILLUSTRATIONS --- p.v / LIST OF TABLES --- p.vi / PREFACE --- p.vii / Chapter CHAPTER 1 --- INTRODUCTION --- p.1 / Recent Economic Success In China --- p.1 / Cross-cultural Management Challenges in China --- p.3 / Chapter CHAPTER II --- BACKGROUND OF CULTURE --- p.5 / Definition of Culture --- p.6 / Definition of National Culture --- p.8 / Dimensions of Cultural Differences --- p.8 / Managerial Implications of the Cultural Dimensions --- p.11 / Chapter CHAPTER III --- GEERT HOFSTEDE'S RESEARCH ON CULTURE --- p.12 / Hofstede's Five Dimensions of National Culture --- p.12 / Hofstede's Research on Chinese Societies --- p.17 / Chapter CHAPTER IV --- CULTURAL DIFFERENCES WITHIN SAME SOCIETY --- p.20 / Convergence-divergence Approach --- p.21 / SUBCULTURAL APPROACH --- p.25 / Chapter CHAPTER V --- OUR SUGGESTED CONCEPTUAL FRAMEWORK --- p.27 / Culture Shaping Factors --- p.28 / What are the Main Issues? --- p.31 / Culture Distance and Cross-culture Management --- p.32 / Chapter CHAPTER VI --- IMPLICATIONS OF THE PROPOSED FRAMEWORK TO CROSS- CULTURAL MANAGEMENT ISSUES IN CHINA --- p.34 / Expatriate Issues --- p.34 / Cross-cultural Training Issues --- p.35 / Regional Cultural Difference Within Mainland China --- p.36 / Chapter CHAPTER VII --- CONCLUSION --- p.38 / BIBLIOGRAPHY --- p.40

The current study focuses on customer relationship management initiatives in different organizations and in different countries. A proposed CRM model was adopted and used to evaluate the CRM initiatives of the chosen organizations in both Saudi Arabia and the UK. The scope of this research was affected by the differing levels of cooperation received from the organizations which participated in the case studies, thereby resulting in differing sizes of the said case studies. The adopted CRM conceptual model was used to evaluate the level of CRM maturity in the organizations studied. This model is believed to be a significant contribution to the theory and field of CRM. This model could be used by organizations to evaluate their CRM initiatives and assess their CRM readiness and status. The proposed CRM model specifies the basic parameters of the CRM sequential stages and their essential supporting conditions. Another important contribution of the study is that it identifies and highlights the potential effects of the cultural disparities existing between Saudi Arabia and the UK on CRM initiatives yet to be undertaken in both countries. In depth open-ended questions were used to collect the data. The analysis of the data gathered went through two main stages. The first stage was to transcribe the data collected from all the organizations chosen and produce detailed write-ups for each case. In every case the write-ups were similarly structured to help the researcher in the second stage, the cross-case analysis. The cross-case analysis was based on the researcher’s proposed conceptual CRM model. The central research question for this study is: Why and how do CRM initiatives succeed or fail? In order to answer this question, the following research questions were formulated and answers were deduced from the findings and results of the qualitative analysis conducted: RQ1: What are the critical success factors of CRM initiatives? The answers received resulted in the emergence of some critical success factors, such as: 1. Senior Management Support 2. Business Plan and Vision 3. Making the Change in Small Steps 4. Inter Departmental Collaboration 5. Clear Ownership of Data 6. Training for End-users 7. End Users' Acceptance of Change 8. Degree of Analysis and Customer Segmentation 9. Degree of Alignment 10. Language Considerations 11. Internet Presence RQ2: What are the common difficulties when adopting a CRM initiative? The answers came up with the following common difficulties: 1. Resistance to Change 2. Human Errors in Feeding the System 3. Governmental Legislation 4. Cultural Barriers RQ3: What does CRM mean for different organizations? The answers exposed a common interesting finding that different organizations considered CRM to be different things. Some considered CRM to be branded CRM software, others as call-centers, yet others as loyalty programs and/or simple tools to manage and satisfy customers. This confirmed that CRM meant different things to different organizations. RQ4: Is CRM the right solution for every organization? The answers proved that if branded software from recognized vendors only was to be recognized as CRM, then this standard and rigid kind of CRM could not always be implemented by all organizations. On the other hand, if the managerial concepts behind CRM were to be taken into consideration, then CRM could indeed be implemented by every organization.

Researchers and policy makers consider entrepreneurship to be a major source of economic development and competitiveness. Determinants of entrepreneurship have been studied at individual, regional and national levels. Even though research indicates that variation in the levels of entrepreneurship across regions within nations is greater than the national differences and that these differences persist over time (Bosma & Schutjen 2009, 2011; Fritsch & Mueller 2006; Sternberg 2004; Tamásy 2006), we still do not know the full range of regional level determinants of entrepreneurship. I drew from Wennekers’ (2006) framework and link two lines of research (international entrepreneurship and international management) to examine the effects of institutional, economic, technological and cultural contexts on entrepreneurship across within-country regions developed ten hypotheses regarding the relationship of institutional, economic, technological and cultural context to entrepreneurship. I tested these hypotheses within Europe using the regional classification scheme developed by the European Union. Data for the variables came from the European Values Survey, European Social Survey, Eurostat, World Bank, International Social Security Association, Eurobarometer and the Global Competitiveness Report. To test the hypothesized relationships, I use Hierarchical Linear Modeling (HLM 6.0.) The results indicate that there is a positive relationship between institutional trust, Long Term Orientation and entrepreneurship levels across regions. In conclusion, examination of region-level predictors of entrepreneurship must include different measures of entrepreneurship to provide more accurate understanding and to inform policy makers. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2014. / FAU Electronic Theses and Dissertations Collection

published_or_final_version / Psychology / Master / Master of Philosophy

Africa is seen as the last investment frontier and according to literature will have a GDP of $1.5 trillion by the year 2016 and a population that is double the size of Europe. The rapid expansion of infrastructure and construction in African countries, such as Mozambique and Zambia has increased the demand for commercial vehicles. This has sparked unparalleled marketing opportunities for automotive manufacturers and the continent is fast attracting major players in this sector. The international marketing literature still lacks detailed studies and research into the marketing deliberations and trades in Africa. Therefore, according literature a greater representation of African culture within the international marketing literature would provide relevance and richness in the global market place and offer greater insight to organisations who are seeking to invest and expand their businesses in Africa. The management issue here is to comprehend the diversity and vastness of this region and putting together all spheres to ensure growth and creating brand loyalty. The key challenge here is for management to be able to grasp and understand not only the various cultures but also the way of doing business in such a vastly different region. It is therefore imperative for Ford Motor Company to fully understand these factors so as to take full advantage associated with entering a market early which is commonly referred as first-mover-advantage. A case in point is when General Motors entered the Chinese automotive industry in 1997 when the Chinese market was relatively small. General Motors’ enthusiasm and commitment back in 1997 was driven by a belief that China would ultimately become an economic powerhouse and emerge as one of the world’s largest automotive markets. By the year 2010 China was one of the world’s biggest automotive markets and General Motors was a dominant force in this market. Africa has all the key elements for the growth and development of a robust automotive market. By studying past experiences and outcomes from empirical studies on international marketing with emphasis on the automotive industry, it will be possible to draw lessons and experience about the potential growth of the automotive sector on the African continent. This study will also be of great significance to other automotive manufacturers and suppliers looking to expand their business and market share across Africa due to the increase of the middle class. Therefore creative strategies and thinking of how to circumvent challenges in the African cultural environment, creativity in managing bureaucracy and due diligence about business and investment opportunities will uncover unprecedented volumes of profitable business that lies untapped on the African continent. Data from the quantitative study suggest that culture, political environment, country-of-origin, competition and country infrastructure in Nigeria, are essential factors to the development of a successful international marketing strategy for Ford South Africa. This study therefore concludes that Ford Motor Company of South Africa can utilize this framework in order to gain greater market share and ultimately success in Nigeria. Recommendations were also made for future research studies that can contribute to the international marketing literature with emphasis on the African market.

This study addresses the challenges of developing the intercultural competency of global leaders within the context of the U.S. multinational corporation (U.S.M.C.). This research seeks to examine how organizations develop managers capable of leading in a pluralistic work environment and the implications of this kind of learning on the current assumptions held by intercultural academia and the business community. The research approach was interdisciplinary: combining adult learning theory (self-directed and transformational learning), international business communication and leadership, systems thinking, organizational development and learning, and intercultural theory. The following questions were addressed: How is cultural competence developed, supported, and integrated by the U.S. multinational organization? What challenges and obstacles do organizations face in effectively developing globally competent leaders? How can the intercultural academic community help to facilitate cultural competency development in the organizational context? The study found that, although global leadership competency is largely undefined in organizations, the mandate "to be global" is pervasive. In spite of this, culture in the organizational context and its impact on leadership development and performance are not widely understood in U.S.M.C.s. Yet, the study also found that most organizations do not have programs of any kind that promote intercultural competency development. Reasons for this discrepancy centered mostly on lack of awareness and support at the highest levels in organizations, business cost justification, and the lack of collaboration among (corporate) departments as well as between organizations and the intercultural academic community. Two data sets were used to complete this research. The first set included members of the corporate business units of Learning and Development.(L&D), Human Resources (HR), and Diversity. The second data set was comprised of interculturalists who hailed from the academic community, the business community, or both.

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Masters of Management specialising in Entrepreneurship and New Venture Creation Johannesburg, 2016 / An entrepreneurial mindset has been found to be a key antecedent in the opportunity recognition process and has even been attributed to the massive turnaround of the economic fortune of some developed countries, such as Sweden. Evidence has suggested that entrepreneurially minded individuals recognise and execute opportunity, even in uncertain situations because their advanced cognitive abilities permitted them to derive meaning in complex situations. Foreign students represent a large contingent of international sojourners, faced with a multitude of uncertainties during their stay in the host country. These students are also at the centre of a knowledge transfer system embedded in focal points capable of producing novel ideas. The researcher argued that no better people are best positioned to exploit cross cultural intelligence and the cultural adjustment experience for the development of an entrepreneurial mindset. The study also explored the influence of intangibles or contextual factors in moderating the relationship cultural adjustment and intelligence respectively with entrepreneurial mindset. For the purposes of this report, a quantitative study was undertaken with the aim of quantifying the influence of these constructs on entrepreneurial mindset. Positive correlations have been established between cultural intelligence (cognitive), cross cultural adjustment (social support) to entrepreneurial mindset. The following intangibles (Need for Focal Points Producing Novel Ideas, Need for Informal Fora for Entrepreneurs, and Need for Executive Leadership) have also been found to moderate the relationship between cultural intelligence and entrepreneurial mindset. No intangibles moderated the relationship between cultural adjustment and entrepreneurial mindset. Implications for practice and direction for future research are provided. / MT 2017

published_or_final_version / Economics / Doctoral / Doctor of Philosophy

At present we are living in a global market economy. As a result, international business and cooperation between two or more counties is a growing phenomenon. Global business managers and leaders are challenged to broaden their minds to create new methods of leading and managing what has become an increasingly diverse and cross-cultural workforce. This workforce will bring with it both advantages and disadvantages to global organisations. In general, the global leaders and managers will face the challenge of how to cope with workers from diverse cultures, whilst at the same time respecting the needs of workers from their own culture. There is also the problem of dealing not only with the workforce, but also with partners, competitors and customers from diverse cultural backgrounds. In global organisations the biggest challenge is how to effectively organize, lead, manage and monitor diversity in a cross-cultural workforce. More and more leaders and top managers are becoming aware of the importance of learning about various cultures, different languages, cross-cultural communication and negotiation skills in a global context. The global business environment influences the development of Chinese businesses; more and more Chinese companies are exploring foreign markets, and in recent years many Chinese investment organisations have invested in and are thriving in the South African market. Most of these are operating in the clothing or textile companies. Starting up a business in a foreign country is a difficult task for any manager or leader. They face many barriers including having to cope with different languages and with differences in culture, politics and social environments. This is especially true of the situation in South Africa, as South Africa is a richly multi-cultural country with many cultures and subcultures that observe different religions, that use different languages and that display different habits. This study will investigate how Chinese managers and leaders can be led to a better understanding of these differences so that they can formulate new organisational cultures that maximize their companies’ success in a global environment. In these case studies the sample selected will be the Chinese clothing and textile industries in KwaZulu-Natal (KZN). Although the leaders and managers of Chinese investment organisations in KZN have attempted to increase their awareness of the local management culture and have tried to learn more about local political, social and economic structures, they still have not placed sufficient emphasis on language training and cross-cultural knowledge acquisition. Despite the fact that they already have basic language, communication and negotiation skills with which to deal in some measure with a cross-cultural workforce, this study shows that Chinese managers and leaders have to further improve their understanding and their communication skills. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2011.