1、跨文化重點總結Chapter1P4MNC: A firm having operations in more than one country, international sales, and a nationality mix among managers and owners.P17Global Economic Systems1. Market EconomyA market economy exists when private enterprise reserves the right to own property and monitor the production and d

2、istribution of goods and services while the state simply supports competition and efficient practices.2. Command EconomyA commend economy is comparable to a monopoly in the sense that the organization in this case the government, has explicit control over the price and the supply of a good or servic

3、e.3. A mixed economy is a combination of a market and a command economy.(While some sectors of this system reflect private ownership and the freedom and flexibility of the law of demand , other sectors are subject to government planning.)Chapter2P36International jurisdiction: a jurisdictional princi

4、ple of international law which holds that every country has jurisdiction over its citizen no matter where they are located.Doctrine of Comity: a jurisdictional principle of international law which holds that there must be mutual respect for the laws, institutions, and governments of other countries

5、in the matter of jurisdiction over their own citizens. Chapter3P55Ethics: the study of morality and standards of conducts.P58Figure 3-1PollutionIncome per capitaP62CSR: corporate social responsibility. The actions of a firm to benefit society beyond the requirements of the law and the direct interes

6、ts of the firm.NGOs:nongovernmentalorganizations.Private,not-forprofitorganizations that seek to serve societys interests by focusing on social, political, and economic issues such as poverty, social justice, education, health, and the environment.P64Table 3-1: Principles of the Global Compact Human

7、 RightsPrinciple 1:support and respect the protection of internationally proclaimedhuman rightswithin their sphere of influence.Principle 2: make sure that their own corporations are not complicitin human rights abuses.LaborPrinciple 3:freedom of association and the effective recognition ofthe right

8、 to collective bargainingPrinciple 4: the elimination of all forms of forced and compulsory laborPrinciple 5: the effective abolition of child laborPrinciple6:theeliminationofdiscriminationinrespect ofemployment and occupationEnvironmentPrinciple 7: support a precautionary approach to environmental

9、challengesPrinciple 8:undertake initiatives to promote greater environmental responsibilityPrinciple9:encourage the development and diffusion of environmentally friendly technologiesAnticorruptionPrinciple 10:Businesses should work against corruption in all its forms, including extortion andbribery.

10、 Chapter4P100Culture: acquired knowledge that people use to interpret experienceand generate social behavior. This acknowledge forms values createsattitudes, and influence behavior.The six features of culture1. Learned. Culture is not inherited or biologically based; it is acquired by learning and e

11、xperience.2. Shared. People as members of a group, organization, or society share culture; it is not specific to single individuals.3. Transgenerational. Culture is cumulative, passed down from onegeneration to the next.4. Symbolic. Culture is based on the human capacity to symbolize or use one thin

12、g to represent another.5. Patterned. Culture has structure and is integrated; a change in one part will bring changes in another.6. Adaptive. Culture is based on human capacity to change or adapt,as opposed to the more genetically driven adaptive process of animals.Table4-1 Priorities of Culture Val

13、ues: United States, Japan, and Arab CountriesUnited StatesJapanArab Countries1.Freedom1.Belonging1.Family security2.Independence2.Group harmony2.Family Harmony3.Self-reliance3. Collectiveness3.Parental guidance4.Equality4. Age/Seniority4.Age5.Individualism5.Group consensus5.Authority6.Competition6.

14、Cooperation6.Compromise7.Efficiency7. Quality7.Devotion8.Time8. Patience8.patience9.Directness9. Indirectness9.Indirectness10. Openness10. Go-between10.HospitalityP1028 specific examples1. Centralized vs. decentralized2. Safety vs. risk3. Individual vs. group rewards4. Informal vs. formal procedures

15、5. High vs. low organizational loyalty6. Cooperation vs. competition7. Short-term vs. long-term horizons8. Stability vs. innovationP105Values: basic convictions that people have recording what is right or wrong, good or bad, important and unimportant.P108Hofstedes Culture DimensionsBackground: for o

16、ne company IBM1. Power distanceThe extent to which less powerful members of institutions and organizations accept that power is distributed unequally.2. Uncertainty AvoidanceThe extent to which people feel threatened by ambiguous situations and have created beliefs and institutions that try toavoid

17、these.3. Individualism & CollectivismIndividualism: the tendency of people to look after themselves and their immediate family only.Collectivism: the tendency of people to belong to groups or collectives and to look after each other in exchange for loyalty.4. Masculinity & FemininityMasculin

18、ity: a cultural characteristic in which the dominant values in society are success, money, and things.Femininity: a cultural characteristic in which the dominant values in society are caring for others and the quality of life. P114Trompenaarss Cultural Dimensions Background: 15000 managers from 28 c

19、ountries1. Universalism vs. ParticularismUniversalism: the belief that ideas and practices can be applied everywhere in the world without modification. Particularism: the belief that circumstances dictate how ideas and practices should be applied and that something cannot be done the same everywhere

20、.2. Individualism vs. CommunitarianismCommunitarianism: refers to people regarding themselvesas part of a group.3. Neutral vs. EmotionalNeutral culture: a culture in which emotions are held in check.Emotional culture: a culture in which emotions are expressed openly and naturally.4. Specific vs. Dif

21、fuseSpecific culture: a culture in which individuals have a large public space they readily share with others and a small private space they guard closely and share with only close friends and associates.Diffuse culture: a culture in which public space and private space are similar in size and indiv

22、iduals guard their public space carefully, because entry into public space affords entry into private space as well.5. Achievement vs. AscriptionAchievement culture: a culture in which people are accorded status based on how well they perform their functions.Ascription culture: a culture in which st

23、atus is attributed based on who or what a person is.P116Figure 4-8Trompenaarss Relationship Orientations on Cultural Dimensions1.UniversalismParticularismUSA,Aus,Ger/Swi,Swe, UK, NL, Czh, Ita,Bel,Brz, Fra,Jap/Sin, Arg, Mex, Tha, HK, Chi, Ido, CIS, Ven2.IndividualismCommunitarianismUSA, Czh, Arg/CIS/

24、Mex, UK, Swe/Aus, Spa/NL, Brz, Swi, Bel,Ven, HK, Ita, Ger, Chi, Fra, Ido, Jpn, Tha, Sin3.NeutralEmotionalJpn,UK,Sin,Aus,Ido, HK, Tha, Bel/Ger, Swe/Arg/USA,Czh/Fra, Spa, Ita/Ven, CIS, Brz, Chi, Swi, NL, Mex4.SpecificDiffuseAus,UK,USA/Swi,Fra, NL, Bel, Brz,Czh,Ita/Ger,Arg/Jpn/Mex, Ido, CIS, Tha, HK/Si

25、n/Swe, Spa, Chi, Ven5.AchievementAscriptionAus, USA, Swi/UK, Swe/Mex, Ger, Arg, Tha, Bel, Fra, Ita/Brz,NL/HK, Spa, Jpn, Czh, Sin, CIS, Chi, Ido, VenP119Time: SequentialSynchronousSequential: approaches are prevalent, people tend to do only one activity at a time, keep appointments strictly, and show

26、 a strong preference for following plans as they are laid out and not deviatingfrom them.Synchronous: approaches are common, people tend to do more than one activity at a time, appointments are approximate and may bechanged at a moments notice, and schedules generally are subordinate to relationship

27、.P122GLOBAL: a multicountry study and evaluation of cultural attributes and leadership behaviors among more than 17000 managers from 951 organizations in 62 countries.P123GLOBAL 9 dimensions1. Uncertaintyavoidance2. Power distance3. Collectivism I: 社會集體主義4. Collectivism II: 組內集體主義5. Gender egalitari

28、anism6. Assertiveness7. Future orientation8. Performance orientation9. Humane orientationChapter 5P1344 predispositions1. Ethnocentric predisposition: a nationalistic philosophy of management whereby the values and interests of the parent company guide strategic decisions2. Polycentric predispositio

29、n: a philosophy of management whereby strategic decisions are tailored to suit the cultures of the countries where the MNC operates.3. Regiocentricpredisposition: a philosophy of management whereby the firm tries to blend its own interests with those of its subsidiaries on a regional basis.4. Geocen

30、tric predisposition: a philosophy of management wherebythe company tries to integrate a global systems approach to decision making.Globalization imperative: a belief that one worldwide approach to doing business is the key to both efficiency and effectiveness.P1381. Parochialism: the tendency to vie

31、w the world through one s own eyes and perspectives.2. Simplification: the process of exhibiting the same orientationtoward different cultural groups.P141HAIRL:Helicopter: the capacity to take a broad view from above;Analysis: the ability to evaluate situations logically and completely;Imagination:

32、the ability to be creative and think outside the box;Reality: the ability to use information realistically;Leadership: the ability to effectively galvanize and inspire personnel.NetherlandsFranceGermanyBritainRILHAAAIHLRRLHIAIRHLChapter 6P161Organizational culture: shared values and beliefs that ena

33、ble members to understand their roles in and the norms of the organization.1. Observed behavioral regularities, as typified by common language, terminology, and rituals.員工行為規范2. Norms.3. Dominant values.4. Philosophy.5. Rules.6. Organizational climate. P164Table 6-1: Dimensions of Corporate CultureM

34、otivationActivitiesTo be consistent and precise. To strive for accuracy and attention to detail. To refine and perfect. Get it right.OutputsTo be pioneers. To pursue clear aims and objectives. To innovate and progress. Go for it.RelationshipJobTo put the demands of the job before the needs of the in

35、dividual.PersonTo put the needs of the individual before the needs of the job.IdentifyCorporateTo identify with and uphold the expectations of the employing organizationsProfessionalTo pursue the aims and ideals of each professional practice.CommunicationOpenClosedTo stimulate and encourage a fullTo

36、monitorandcontroltheand free exchange of informationexchange andaccessibilityofand rmation and option,ControlTightLooseTocomplywithclearand to work flexiblyand adaptivelydefinite systems and procedures.according to the needs ofthesituation.ConductConventionalTo put the expertise and stand

37、ards of the employing organization first. To do what we know is right.P167PragmaticTo put the demands and expectations of customers first. To do what they ask.EquityFulfillment-orientedProject-orientedCultureCulturePersonINCUBATORGUIDED MISSLETaskEmphasis FAMILYEIFFEL TOWEREmphasisPower-orientedRole

38、-orientedCultureCultureHierarchyFamily culture: a culture that is characterized by a strong emphasis on hierarchy and orientation to the person.Effiel Tower culture: a culture that is characterized by strong emphasis on hierarchy orientation to the task.Guided missile culture: a culture that is char

39、acterized by strong emphasis on equality in the workplace and orientation to the task. Incubator culture: a culture that is characterized by strong emphasis on equality in the workplace and orientation to the person.P174Figure 6-4: locations of international Cross-Culture Interaction1.Domestic firms

40、無2.International firms出口3.Multinational firms外商直接投資4.Global firms全球化圖下面那一段話 P175Group multiculturalism1. Homogeneous groups2. Taken groups3. Bicultural groups4. Multicultural groups缺點：1. Overall, diversity may cause a lack of cohesion that results in the unit s inability to take concert action, be p

41、roductive, and a work environment that is conductive to both efficiency and effectiveness.2. Another potential problem may be perceptual.3. Still another potential problem with diversity groups is miscommunication or inaccurate communication which can occur for a number of reasons.4. Another contrib

42、ution to miscommunication may be the way in which situations are interpreted.5. Diversity also may lead to communication problems because ofdifferent perceptions of time.優點1. While there are some potential problems to overcome when using culturally diverse groups in todays MNCs, there are also very

43、many benefits to be gained. In particular, there is growing evidence that culturally diverse groups can enhance creativity, lead to better decisions, and result in more effective and productive performance.2. One main benefit of diversity is the generation of more and better ideas. Because group mem

44、bers come from a variety of cultures, they often are able to create a greater number of unique(and thuscreative) solutions and recommendations.3. A second major benefit is that culturally diverse groups can prevent groupthink, which is caused by social conformity and pressures on individual members

45、of a group to conform and reach consensus.4. Diversity in the workplace enhances more than the internaloperations but relationships to customers as well.Groupthink: consensus reached because of social conformity and pressures on individual members of a group to conform to group norms.P178Figure 6-5:

46、 Group Effectiveness and CultureHighlyAverageHighlyIneffectivenesseffectivenesseffectivenessChapter 7P187Context: information that surrounds a communication and helps convey the message.In high-context societies, such as Japan and many Arab countries, messages are often highly coded and implicit.In

47、low-context societies, such as the United States and Canada, message is explicit and the speaker says precisely what he or she means.In high-contextcultures, messages are implicitand indirect. Onereason isthatthosewhoare communicating family,friends,co-workers, client tend to have both close persona

48、l relationships and large information networks.In low-context cultures, people often meet only to accomplish objectives. They do not know each other very well, they tend to be direct and focused in their communication.By finding out what types of questions are typically asked when someone is contact

49、ed and told to attend a meeting.High-context/implicitCommunicationCultureJapaneseArabsLatin AmericansItaliansEnglishFrenchNorth AmericansScandinaviansGermans Low-context/implicitSwiss GermansCommunicationCultureP189Elaborate to Succinct SuccessIn high-context societies, the elaborate style is often very common. The exacting style is more common in nations such as England, Germany, and Sweden.The exacting style is most common in Asia.The exacting style is more common in low-context, low-uncertainty-avoidance cultures.P201Nonverbal communicati