Wednesday, June 20, 2012
Monday, June 18, 2012
Cultural Mindset
"The issue for the American manager is whether the attributes that made him or her successful as a leader in the United States will also lead to success overseas, be of no value, or, worst of all, cause harm in the foreign operation."
What do you think?
"Success will be determined by two criteria: the executive's ability to produce results and to show effective leadership in different cultures and settings."
Are both criteria required? Should there be any other criteria? What is effective leadership?
Describe the "two-step process" suggested by Javidan et al. Do you agree with it? Why? Why not?
"...(national) culture colors nearly every aspect of human behavior..." (Javidan et al, 2006)
Provide an example of how your national culture influenced assumptions you made about things you experienced in Beijing.
Cultural universals vs cultural specifics
Cultural convergence or cultural divergence
What contributes to cultural universals (cultural convergence)?
What contributes to cultural specifics (cultural divergence)?
Why?
What do you think?
"Success will be determined by two criteria: the executive's ability to produce results and to show effective leadership in different cultures and settings."
Are both criteria required? Should there be any other criteria? What is effective leadership?
Describe the "two-step process" suggested by Javidan et al. Do you agree with it? Why? Why not?
"...(national) culture colors nearly every aspect of human behavior..." (Javidan et al, 2006)
Provide an example of how your national culture influenced assumptions you made about things you experienced in Beijing.
Cultural universals vs cultural specifics
Cultural convergence or cultural divergence
What contributes to cultural universals (cultural convergence)?
What contributes to cultural specifics (cultural divergence)?
Why?
Hypercompetition
Hypercompetition (Harvey, Novicevic, & Kiessling, 2001)
-continuous generation of new forms of competitive advantage through neutralizing, destroying, or rendering competitors advantage obsolete. (Harvey et al 2001)
-only enduring advantage ability to create new advantage (Harvey et al 2001)
Global competition and worldwide interactions require
-major resource commitments
-development of dynamic cross-border capabilities
Competitive landscape
-greater level of uncertainty
-diverse global rivalries
-rapid technological change
-price wars
-continuous restructuring activities
Achieve competitive advantage
-acts of innovation
-reformulation of existing strategies
Rivalry
-firms leapfrog in positioning within markets
-market-based strategic resources and relationships
-competitive creation and destruction of dominants position in product or geographic mkts
-attacks and counterattacks based on size and financial differentials
Strategic market orientation
-durable
-socially complex
"The single most important thing to remember about any enterpirse is that there are no results inside its walls. The result of a business is a satisfied customer, inside an enterprise there are only cost centers. Results exist only on the outside. " (Drucker, 1993, p. 54)
What does it require to develop a strategic market orientation?
What are some methods for achieving the necessary relationships?
-continuous generation of new forms of competitive advantage through neutralizing, destroying, or rendering competitors advantage obsolete. (Harvey et al 2001)
-only enduring advantage ability to create new advantage (Harvey et al 2001)
Global competition and worldwide interactions require
-major resource commitments
-development of dynamic cross-border capabilities
Competitive landscape
-greater level of uncertainty
-diverse global rivalries
-rapid technological change
-price wars
-continuous restructuring activities
Achieve competitive advantage
-acts of innovation
-reformulation of existing strategies
Rivalry
-firms leapfrog in positioning within markets
-market-based strategic resources and relationships
-competitive creation and destruction of dominants position in product or geographic mkts
-attacks and counterattacks based on size and financial differentials
Strategic market orientation
-durable
-socially complex
"The single most important thing to remember about any enterpirse is that there are no results inside its walls. The result of a business is a satisfied customer, inside an enterprise there are only cost centers. Results exist only on the outside. " (Drucker, 1993, p. 54)
What does it require to develop a strategic market orientation?
What are some methods for achieving the necessary relationships?
Subscribe to:
Comments (Atom)