Purpose: In many cross-cultural management studies, culture and cultural differences across nations typically are assumed to be constant. The focus is on the impact of culture on other variables, such as the performance of multinational enterprises. However, is it possible that economic globalization results in cultural globalization? If yes, by how much? The purpose of this paper is to provide some evidence through studying the impact of foreign direct investment (FDI) on the Chinese culture. Design/methodology/approach: An observable social indicator to represent each dimension of cultural value is chosen and statistical models are used to test whether FDI has significant impact on these indicators, after controlling for economic development level. Also this paper investigates whether FDI from a different cultural background has different effects on the Chinese culture. Findings: Using data from major Chinese cities, it is found that FDI has significant effects on the degree of future orientation, performance orientation and in-group collectivism. Also this paper found that FDI from the USA and the UK has a significant and negative effect on the degree of assertiveness; FDI from Japan, and Singapore, and the USA, and the UK has significantly negative effects on the degree of performance orientation; FDI from Japan and Singapore has a significantly positive effect on the degree of in-group collectivism. Originality/value: Unlike the traditional method of measuring culture values through what people say (interview or survey), this approach relies on what people do. This method helps avoid the measurement distortions caused by self-deception and impression management problems with survey approach. In addition, this is believed to be the first study to test the impact of FDI on the change of culture values through econometric models.

<p>The purpose of this research study is to explore the relationship between cultures and Human Resource Management Strategies in Swedish Multinational Corporations. In order to achieve this purpose, a multiple-methods research design is adopted. The study consists of two steps. The first step is a pilot study which aims to give a general picture and the direction for the further case study. A case study is the second step; here, three companies are studied by conducting interviews: ArtsNordica, TeliaSonera and Company A, with the intention of highlighting the important issues of cultures and HRM strategies.</p>

The purpose of this research study is to explore the relationship between cultures and Human Resource Management Strategies in Swedish Multinational Corporations. In order to achieve this purpose, a multiple-methods research design is adopted. The study consists of two steps. The first step is a pilot study which aims to give a general picture and the direction for the further case study. A case study is the second step; here, three companies are studied by conducting interviews: ArtsNordica, TeliaSonera and Company A, with the intention of highlighting the important issues of cultures and HRM strategies.

No / The trend towards internationalisation in many service industries has increased the need for both managers and academics to collect cross-cultural/national consumer-perceived service quality data. Failure to establish cross-cultural equivalence and to detect differences in cross-national response bias will, however, affect data comparability, may invalidate the research results and could therefore lead to incorrect inferences about attitudes and behaviours across national groups. By initially focussing on developments in the mono-cultural service quality literature, a framework is presented whereby academics and managers can assess the potential impact of these international measurement issues. Existing cross-cultural service quality literature is reviewed and the extent to which these issues are addressed is highlighted. Methods for detecting and correcting cross-national response biases are discussed.

Internal branding (IB) evolved from marketing to engage employees in a company's strategic planning. IB has been studied extensively in the hospitality industry, but not with human resource (HR) departments. The purpose of this phenomenological study was to assess the effectiveness of corporate training designs in instilling IB corporate values in global employees of a multinational hotel chain to determine whether European core values could be transferred across different cultural backgrounds. Structured interviews on IB were conducted with 22 HR practitioners of a luxury hotel chain to capture essential information through the lived experiences of the participants, all of whom were involved in how the design of such training programs can instill corporate core values in employees across national cultures. Transcribed interview responses were analyzed using the simplified Stevick-Colaizzi-Keen method to generate textual and structured descriptions to capture IB from their perspectives. The analysis revealed (a) that the HR employees were sensitive to certain core values that did not readily translate to overall brand and employee loyalty, as well as good company-employee working relationships, and (b) the importance of designing effective yet standardized training materials that addressed cultural differences or could be adapted as needed. These findings can help to promote more effective global brand recognition and provide HR specialists with knowledge to educate trainers about better techniques to deliver training across different cultures and engage employees on core values. Employees will be happier performing their roles, have increased job satisfaction, and demonstrate improved levels of productivity.

Purpose – The paper aims to study the impact of cultural differences on the ownership structure of international joint ventures in China. It is reasoned that foreign investors, when faced with larger culture-related investment uncertainties, may have the incentive to acquire more control rights to contain the risks by acquiring more equity shares in the joint ventures. Design/methodology/approach – Data on international joint ventures in China were used to test the theory. The data contain 941 observations from Beijing, Shanghai, Shenzhen and Tianjing, covering a 13-year time span. Pooled ordinary least square is used in the model estimation. Findings – Cultural distance between China and foreign countries was found to increase the foreign equity share in the joint ventures, a finding contrary to traditional view. In addition, it was found that cultural distance in different dimensions does not play an equal role in affecting foreign equity shares. Last, there is significant evidence that the allocation of ownership between foreign and domestic investors in the joint ventures is influenced by the investor’s relative importance in supplying different types of resources. Originality/value – The paper introduces a new perspective into the study of culture and international joint venture. Foreign investors may be able to reduce investment risk by increasing equity shares, which gives them more internal control, in international joint ventures. In contrast, the traditional view is that larger cultural distance tends to discourage foreign equity ownership.

The diploma thesis Pragmatization of a global magazine: glocalization and local globalisation (case study of Czech and French versions of Elle) is focused on the manifestation of the French and Czech culture in Europe and worldwide. Its objective is to analyze cultural signs that are introduced into these cultures via the global lifestyle magazine Elle. The theoretical part includes definitions of the term culture in its anthropological meaning and its relation to the natural languages. The French and Czech culture are described afterwards on the basis of their history, religion, language and cultural symbols. Then the role of globalization in the modern society and its influence on culture and media are explained. Also the profile of the samples, i.e. the French and Czech versions of the magazine Elle, is given, as well as the characterization of the research methods chosen for this study. The practical part is concerned with the particularities of both versions and it compares, by means of semiotic and discourse analysis, their contents, topics, advertisements, the choice of celebrities, and their target audience. The results of the hypotheses are interpreted using the terms glocalization and local globalization, within which mutual influence of global and national cultures are described. The...

Comment caractériser la culture organisationnelle d’une entreprise multinationale tout en prenant en compte l’impact des cultures nationales des pays où elle opère ? Telle est la problématique que nous traitons à partir de l’exemple du groupe Saint-Gobain. Nous nous appuyons sur la méthodologie préconisée par Schein dans une démarche apparentée à la Grounded Theory. Nous avons identifié trois dimensions fondamentales principales s’appuyant sur une quatrième dimension complémentaire : - La première dimension porte sur les relations entre les personnes qui se caractérisent par un respect de la personne, un esprit de collaboration, un souci de développement des personnes et un profond respect de la hiérarchie. Nous avons reprise l’image de la famille pour caractériser Saint-Gobain ;- La deuxième dimension est l’action et la relation au monde. Saint-Gobain se caractérise par son esprit d’entreprise, sa prudence et son souci de conformité, son innovation, son attachement à la décentralisation, sa culture industrielle, un sens émergent du client, et sa responsabilité sociale. Nous la caractérisons comme une communauté d’entrepreneurs solidaires et prudents ;- La troisième dimension est la relation au temps : un temps long, ancré dans l’histoire et marqué par la durabilité. Une quatrième dimension complémentaire apparait, relative au respect des cultures nationales et à la prégnance de la culture française Nos travaux confirment la pertinence de la méthodologie de Schein comme le modèle de gestion français caractérisé par d’Iribarne. Par ailleurs les trois dimensions fondamentales que nous avons identifiées rejoignent la typologie de Hampden-Turner & Trompenaars. / How to define the organizational culture of a multinational corporation whilst taking into account the impact of the local cultures of countries where it operates? This question introduces the problematic nature of our study focused on the Saint-Gobain Group. Our research is based on Schein’s methodology in an approach related to the Grounded Theory. We have identified three main fundamental dimensions supported by a complementary fourth dimension:- The first dimension concerns relations among people which can be characterized by respect for people, team spirit, a concern for peoples’ development and profound respect for the hierarchy. To represent Saint-Gobain, we used the metaphor of the family;- The second dimension is the action and relation towards the world. Saint-Gobain is characterized by its entrepreneurial spirit, its prudence and its concern for conformity, its innovation, its commitment to decentralization, its industrial culture, an emerging sense of the customer, and its social responsibility. We characterize it as a community of supportive and prudent entrepreneurs; - The third dimension is the relation to time: a long time carved in history and marked by sustainability.The fourth complementary dimension, in respect of national cultures and the importance of French culture, appears either explicitly or through the practices of leaders and managers who have shaped the organization over time. Our work allows us to validate the relevance of Schein’s methodology and to confirm the French management model characterized by d’Iribarne. Moreover, the three identified fundamental dimensions correspond with the typology of Hampden-Turner & Trompenaars

Nowadays the world is becoming increasingly economically connected, and cultural diversity of employees is gaining importance as a crucial competitive advantage. Cross-cultural communication ability is becoming a key management skill in multinational firms and is equally important for other employees who are exposed to other cultures in the workplace. This work mainly focuses on cultural specifics of management in multinational firms. The goal of this thesis is to discover how different national cultures influence management of people, particularly work relationships, management tools and organization structures. The author discovers this through cultural dimensions that she updates for the Czech Republic and Slovakia for her work using methodology of Fons Trompenaars. The author tests three hypotheses: about the development of preferences of cultural dimensions in time, differences in preferences of cultural dimensions of Czechs and Slovaks and differences in preferences of cultural dimensions based on people's gender, age and the number of years spent abroad. The work also presents mapping of changes of attitudes in specific work and personal situations of Czechs and Slovaks over a period of time. The work additionally analyzes the influence of economic factors on work attitudes and preferences of cultural dimensions and identifies areas of potential conflicts between the cultures of Czechs and Slovaks in the workplace. It also compares results with other researches about cultural dimensions and cultural standards. The work concludes by presenting culturally specific recommendations for management of Czechs and Slovaks.

<p>Negotiations are a frequent part of international business. Parties involved in a negotiation face different problems in reaching a successful outcome. When the parties have different cultural backgrounds the faced problems become more complex.</p><p>The study provides for an understanding of the negotiation and influencing factors in head office subsidiary relationship. The relationship is complex since the head office and the regional subsidiaries have different cultural backgrounds. One case study is performed between a global Dutch company and two of their local subsidiaries in Japan and Korea. A framework for the analysis is developed and the factors that influence the negotiation are identified. The data were compiled from interviews from the Dutch side.</p><p>The study reveals that the negotiation between the head office and their subsidiaries is complex. Culture is not the only barrier but the cultural awareness becomes critical. Other major influences between the head office and the subsidiaries are the organisation itself, status of the atmosphere and the relationship.</p>