案例分析范文

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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“l(fā)eader”toenterthecountryandinvest.Theriskscanbehighbut,ifsuccessful,soaretherewards.

BurnsPhilip’sfirstventureintoChina,afterlearningsomeveryhardlessons,wassosuccessfulthatafterthreeyears,itinvestedmoremoneyanddoubledthesizeofafermentationplant.BurnsPhilip’splantsarelocatedinGuangdong,Shanghai,Harbin,andinthewest.“Thisgivesuscoverageintheareaswhereyoufindopportunities,particularlyadevelopingmiddleclasswithdisposableincomes,”saysMrAroney.IneachofitsjointventuresburnsPhiliphasencountereddifferentconditions,duetodifferencesinlanguageandculture.ThepercentageofequitythatBurnsPhilipholdsinjointventuresvariedaccordingto:

1.therequirementoftheChinesegovernmentatthetimewhenthejointventurewas

founded;

2.theexpectedlifeofthejointventurethatissoughttobeestablished;

3.thecapabilityofthejointventurepartnertocontributeresources.

MrAroneysays，“Alltheabovecanbesubjecttolengthynegotiationspriortoany

agreementbeingreached.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.

《跨文化商務(wù)交際》案例分析之一

1.powerdistance

FortheSwedishmangers,theyholdthemoreseniorposition,hey

havetherightfordecision-makingintheworkplace,andtheyhavethe

powertomakethefinaldecision.

2.Individualism

Individualisminwesternculturemakescareerchoicesonthebasisof

personalneedsandgoals.IntheUnitedStates,individualismisvalued.

Inthiscase,theIKEAinitiatedanAmericanstyleperformancereview

procedure,whichrequireddocumentingemployees’individual

performancestrengthsandweaknesses.However,theIKEAdidn’tdorewardtheemployees’individualperformance,therefore,theemployeesfeltthattheirindividualachievementswerenotalwaysrewarded.Atlast,theyleftIKEA.

2.Achievedstatusvs.Ascribedstatus

Achievedstatusreferstogainingstatusorrewardsthroughperformance.Ascribedstatusisaboutgainingstatusthroughothermeans,suchasseniority.FacingwiththeAmericanstyleperformancereview,theSwedishmanagersfeltuncomfortablewiththereview,buttheyprovidednegativefeedback.Thereasonwhytheydidsoisbecausetheyheldthemoreseniorpositionandhigherstatusinthecompany,thustheirdecisionswereacceptedbyemployees.

《跨文化商務(wù)交際》案例分析之二

1.DoingandAchieving

Doingisimportant.AccordingtoMr.Arthur,GeneralManagerof

BurnsPhilip,heobservedthecorrelationbetweenculturesandtried

hisbesttounderstandothercultures.Whenhefirstventuredinto

China,helearnedsomeveryhardlessonsandinvestedinthemarket.

2.Thinkingandknowing

Knowingcomesfromexperience.BurnsPhilipbelievedthat

businessshouldengageininternationalmarketingbyinvestingin

targetmarkets.Theforeigngovernmentoffersinvestmentincentives

whichwillencouragetheindustry“l(fā)eader”toentrythecountryand

invest,throughtheseactivities,theygetfirsthandexperience.

3.Long-termandshort-termorientation

Long-termorientationlooksintothefuture.Short-termorientati