Innovation is culturally agnostic in one sense and highly culture-sensitive in another. While in theory, nothing prevents every country in the world from having its own Silicon Valley (although it would look different from place to place), there are seven cultural “universals” shared by every truly innovative society.
Political science suggests that a reversal, or even collapse, of globalisation is a distinct possibility.
Professor Pankaj Ghemawat argues that four key propositions he has put forth regarding international business also apply to intranational business – working within national borders. Recognize local biases and regional differences to help unlock strategic opportunities at home as well as abroad.
When President Bill Clinton signed the North American Trade Agreement (NAFTA) in December 1993, he predicted that “NAFTA will tear down trade barriers between our three nations, create the world’s largest trade zone, and create 200,000 jobs in [the U.S.] by 1995 alone. The environmental and labor side agreements negotiated by our administration will make this agreement a force for social progress as well as … [ Read more ]
Executives who accumulate international experience are no more likely than others to advance their career at multinational companies.
The strength of cross-cultural teams is their diversity of experience, perspective, and insight. But to capture those riches, colleagues must commit to open communication; they must dare to share. Unfortunately, this is rarely easy. In the 25 years we’ve spent researching global work groups, we’ve found that challenges typically arise in three areas.
What makes a great leader? Although the core ingredients of leadership are universal (good judgment, integrity, and people skills), the full recipe for successful leadership requires culture-specific condiments. The main reason for this is that cultures differ in their implicit theories of leadership, the lay beliefs about the qualities that individuals need to display to be considered leaders. Research has shown that leaders’ decision making, … [ Read more ]
Today’s technology enables integrated operations that can change the globalization penalty into a premium.
After more than 50 years of trying, the search for an ideal model of the global organization remains elusive. But intriguing new experiments are under way.
In multinationals with subsidiaries scattered around the world, communication is key – and complex. So what’s the best way to get firm knowledge flowing in the right directions? A large scale survey of over 800 subsidiaries in 13 countries finds that the relatively novel trend of “inpatriation” may be more useful to businesses than the traditional expat assignments for two-way knowledge flow.
Managers in different parts of the world are conditioned to give feedback in drastically different ways. Understanding why can help you critique more effectively.
The DHL Global Connectedness Index, now in its third edition, shows that not all flows of trade, capital, information, and people are alike.
How skilled return migrants can be your company’s agents of change.
Staff who like their work and want to stay are a prized asset. So how can a company generate a high level of engagement? This article focuses on research into the connection between employee engagement and company loyalty, specifically for multinationals operating in India and China.
Editor’s Note: not a comprehensive study but some of the issues discussed are quite interesting and add something useful … [ Read more ]
In cross-cultural negotiations, be aware of cultural differences but don’t feel you have to adapt your behavior.
The globalization of trade is so established that it has lost the power to astound us. Yet the global economy is not as integrated or efficient as is widely believed, according to A. Kerem Cosar, assistant professor of economics at Chicago Booth, because getting goods from their point of origin to international shipping centers within the same country can be expensive—sometimes more expensive than shipping … [ Read more ]
The three rules that provided the title for Raynor and Ahmed’s recent book on exceptional performance are based on the large-scale and detailed study of American corporations. But do these findings mean anything outside of the American context? Do they need to be adapted? Are they even relevant?
Do you trust with your head or with your heart? There is a big difference between cultures when it comes to building trust, and not understanding that can put a business relationship in peril.
The Culture Map can help managers negotiate the complexity of cultural variation. It is made up of eight scales representing those behaviors where cultural gaps are most common. Through plotting out how two cultures fall on the 8 cultural dimensions, you can analyze the gaps and similarities and determine where the likely tensions and opportunities will arise with each collaboration.
When making a decision, two heads can be better than one, but two – or even more – perspectives are definitely better than one, especially in today’s dynamic and widely different global markets. These authors call it ensemble decision making and they describe four patterns and three steps for making it work.