案例分析范文.docx
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案例分析范文.docx
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案例分析范文
案例分析范文
案例分析范文
Case1
Casedescription:
AlthoughIKEAhasrecentlyinitiatedanAmericanstyleperformancereviewprocedure,whichrequiresdocumentingemployees’individualperformancestrengthsandweaknesses,Swedishmanagersfeeluncomfortablewiththeformalityofthesystemandtheneedtoprovidenegativefeedback.Sincetheyholdthemoreseniorpositions,theirambivalencehasresultedinlittlerealdiscriminationinpayincreaseswhicharedirectlylinkedtothereviews.AlthoughturnoveratIKEAislowerthantheindustryaverage,andcoworkersgenerallyappreciateIKEA’scaringenvironment,thereissomelatentdiscontentwiththewaypayincreasesaredistributed,evenamonglong-termemployeeswhofeelthattheirindividualachievementsarenotalwaysrewarded.
IntheopinionofoneAmericanmanager,“AlotofpeoplehaveleftIKEAbecausetheycan’tmoveupfastenoughhere.SomeleftthestoretogototheServiceCentre(IKEA’snationalheadquarters)thenleftbecauseitwastoohardforthemtoadjust,therewasnoclearframeofreferenceintermsofpoliciesandprocedures.WehavelostsomekeyAmericanmanagersbecausetheydidn’thaveaclearideaoftheirroleorfutureintheorganization.”
Case2
Casedescription
MrArthurAroney,GeneralManagerofBurnsPhilipandCo.Ltd.,andAustraliancompanybelieveshatbusinessesshouldengageininternationalmarketingbyinvestingintargetmarkets.Theforeigngovernmentoffersinvestmentincentiveswhichwillencouragetheindustry“leader”toenterthecountryandinvest.Theriskscanbehighbut,ifsuccessful,soaretherewards.
BurnsPhilip’sfirstventureintoChina,afterlearningsomeveryhardlessons,wassosuccessfulthatafterthreeyears,itinvestedmoremoneyanddoubledthesizeofafermentationplant.BurnsPhilip’splantsarelocatedinGuangdong,Shanghai,Harbin,andinthewest.“Thisgivesuscoverageintheareaswhereyoufindopportunities,particularlyadevelopingmiddleclasswithdisposableincomes,”saysMrAroney.IneachofitsjointventuresburnsPhiliphasencountereddifferentconditions,duetodifferencesinlanguageandculture.ThepercentageofequitythatBurnsPhilipholdsinjointventuresvariedaccordingto:
1.therequirementoftheChinesegovernmentatthetimewhenthejointventurewasfounded;
2.theexpectedlifeofthejointventurethatissoughttobeestablished;
3.thecapabilityofthejointventurepartnertocontributeresources.
MrAroneysays,“Alltheabovecanbesubjecttolengthynegotiationspriortoanyagreementbeingreached.Themeetingscanlastfor12hoursatatime,andcontinueforseveraldays.Andeachtimeyougobacktothetable,thegoalsseemtohavebeenshifted.Itisonlywithperseveranceandasinceredesiretoformajointventurethatyouachieveyourgoal.”Headds,“ThereisthenecessaryChinesedelegationtoAustraliawithfactoryvisitstoexaminethetechnologyhatwillbeusedinChina,sothatafeasibilitystudycanbeprepared.Unfortunately,thepeoplethatformthedelegationarenotseenagainwhennegotiationsareresumedinChina.”
MrAroneyhassomeconcernsaboutintermediariesinChina.Hesays,“InacountryaslargeasChina,thegreatestproblemfacingamanufacturerisnot“canyoumaketheproduct?
”butrather“canyougetyourproductdistributedtothemarketplace?
”ThegivingofservicetocustomersispracticallyunknowninChina.Ifyousellthroughanagent,theagentwillwaitforacustomertocomeinandbuy;donotexpectyouragenttogoouttosellmoreoftheproductsincetheagentreceivesthesamemonthlysalarywhethertheproductissoldornot.”
AccordingtoMrArthurAroney,BurnsPhilip’ssuccessinChinahasalsobeenduetothecarefulselectionofworkunderdifficultconditions,surroundedbypeoplewhodonotspeaktheirlanguage,andwithaculturewhichrequiresunderstanding.“Peoplemustalsounderstandthattheyareguestsinthecountry.Oncetheyhavesignedajointventureagreement,thatagreementisbestplacedinadrawerand,hopefully,willneverseethelightofday.Ifyouhavetocontinuallyrefertoyouragreement,youdonothaveasuccessfuloperation,”saysMrAroney.
《跨文化商务交际》案例分析之一
1.powerdistance
FortheSwedishmangers,theyholdthemoreseniorposition,heyhavetherightfordecision-makingintheworkplace,andtheyhavethepowertomakethefinaldecision.
2.Individualism
Individualisminwesternculturemakescareerchoicesonthebasisofpersonalneedsandgoals.IntheUnitedStates,individualismisvalued.Inthiscase,theIKEAinitiatedanAmericanstyleperformancereviewprocedure,whichrequireddocumentingemployees’individualperformancestrengthsandweaknesses.However,theIKEAdidn’tdorewardtheemployees’individualperformance,therefore,theemployeesfeltthattheirindividualachievementswerenotalwaysrewarded.Atlast,theyleftIKEA.
2.Achievedstatusvs.Ascribedstatus
Achievedstatusreferstogainingstatusorrewardsthroughperformance.Ascribedstatusisaboutgainingstatusthroughothermeans,suchasseniority.FacingwiththeAmericanstyleperformancereview,theSwedishmanagersfeltuncomfortablewiththereview,buttheyprovidednegativefeedback.Thereasonwhytheydidsoisbecausetheyheldthemoreseniorpositionandhigherstatusinthecompany,thustheirdecisionswereacceptedbyemployees.
《跨文化商务交际》案例分析之二
1.DoingandAchieving
Doingisimportant.AccordingtoMr.Arthur,GeneralManagerofBurnsPhilip,heobservedthecorrelationbetweenculturesandtriedhisbesttounderstandothercultures.WhenhefirstventuredintoChina,helearnedsomeveryhardlessonsandinvestedinthemarket.
2.Thinkingandknowing
Knowingcomesfromexperience.BurnsPhilipbelievedthatbusinessshouldengageininternationalmarketingbyinvestingintargetmarkets.Theforeigngovernmentoffersinvestmentincentiveswhichwillencouragetheindustry“leader”toentrythecountryandinvest,throughtheseactivities,theygetfirsthandexperience.
3.Long-termandshort-termorientation
Long-termorientationlooksintothefuture.Short-termorientationstressespastandpresent.Thereweredifficultieswhentheyfoundthejointventure,butBurnsPhilipnegotiatedwiththeChinesegovernment,inordertomaketheagreementbereached.Whyhedidso?
ThisisbecauseheandhiscompanywantedtogettherewardsfromChinesemarket.
4.Uncertaintyavoidance
Differentcultureswilldifferfromeachotherintheavoidanceofuncertainsituation.UnitedStatesacceptuncertainty.Inthesecultures,peoplearerelativelycomfortablewithambiguity.Inthiscase,BurnsPhilipandhiscompanyknewthattheriskscouldbehigh,butinordertobesuccessfulandgettherewards,theyencouragetheindustry“leader”toenterthecountryandinvest.
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