跨文化商業(yè)交流中的價值文化沖突

跨文化商業(yè)交流中的價值文化沖突第一頁，共四十五頁，編輯于2023年，星期五ClassificationofCulture：SpiritCulture,SystemCulture,ConductCulture（SpiritCulturemainlycontainssomedeepculturalphenomenonsuchasvaluesandwayofthinking)ValueCulturelimitsinter-communication—globlizedinternationalbusinessandtrade—maximizetheprofitsbyeffectiveinter-communicationPreface第二頁，共四十五頁，編輯于2023年，星期五BarbieintheMiddleEast

BarbieinJapanIKEAinGermanyIKEAintheUSDirectory第三頁，共四十五頁，編輯于2023年，星期五ProposalReviewalargenumberof

classicbusinesscasesFocus

onthoserelatedtocross-culturalcommunicationSelectcasesthathappeninthesamecompanytocompareandexplainthetypicalculturalvalueconflictininter-culturalbusinesscommunicationFindoutculturalvalueconflictthatincludesseveralconflicts:collectivismorindividualism,masculinityorfemininity,

lowuncertaintyavoidanceandhighuncertaintyavoidance第四頁，共四十五頁，編輯于2023年，星期五Proposal

casestatementconflictreasonsconclusionMETHODS:

contentanalysispolicyandarchivalresearch第五頁，共四十五頁，編輯于2023年，星期五BarbieintheMiddleEast

Case1.美麗性感、時尚華麗的芭比娃娃在中東地區(qū)受到指責(zé)，人們認(rèn)為她帶壞了孩子而將其強行取下貨架。而芙拉娃娃的設(shè)計者賦予了它本土價值觀卻能大行其道。兩個娃娃之間其實進(jìn)行的是一場沒有硝煙的文化大戰(zhàn)，讓我們看個究竟......第六頁，共四十五頁，編輯于2023年，星期五BarbieDoll1959年MattelToappealtocustomerswithdifferentculturalbackgroundindifferentcountries,changesaremade.TotallydiverseculturevaluesmakeBarbieintroubleInIranFullaDoll"MuslimValues"123Case1.InSaudiArabia第七頁，共四十五頁，編輯于2023年，星期五Case1.InUS—AfricanAmericans—blackBarbieAsianAmericansHispanicAmericansInCentralandEasternEurope—“FriendshipBarbie”—reflectthemorebasiclifestyleofchildreninthisareaInIndia—foreheadspot,sari第八頁，共四十五頁，編輯于2023年，星期五Case1.InIran,thegovernmentcondemnedtheforeveryoungandchildern-by-choiceBarbie(andherlong-timeboyfriendKen.Noplansformarriage,ever.)asathreattotraditionalculture.Barbiedoesn'tdefineherselfinrelationtochildrenorfamiliesasIranianwomensupposedlydo.在伊朗，政府指責(zé)芭比是對傳統(tǒng)文化的威脅因為她永遠(yuǎn)年輕、選擇不要孩子、和固定男友阿肯從來沒有婚姻打算。芭比不像伊朗的婦女那樣，與孩子和家庭聯(lián)系在一起。第九頁，共四十五頁，編輯于2023年，星期五Then,theIranianMinistryofEducationmarketedthetwindollsSaraandDaraasthenatinaldolls.UnliketheBarbieDoll,SaraandhertwinbrotherDaraareonamissiontohelpothers,andwhentheyneedrises,theyconsulttheirparetnsforguidance.That'sthespiritbehindthemakingofthemodestlydressedtwins.然后，伊朗教育部把雙胞胎娃娃薩拉和達(dá)拉定為國家娃娃。與芭比不同，薩拉和她的雙胞胎兄弟達(dá)拉以幫助別人為己任，如果需要，他們還會征求父母的意見。有著這樣的精神，雙胞胎的穿著也就不那么張揚。Meanwhile,Barbiedollsopenlysellfor$700inTeheranstores.$700isseventimestheaveragemonthlysalaryinIran.同時，芭比在德黑蘭的商店的售價是700美元，這是伊朗人平均月收入的幾倍。Case1.第十頁，共四十五頁，編輯于2023年，星期五InSaudiArabia,SaudireligiouspolicewereraidingtoystoresandgiftshopstoseizeBarbiedolls.OnereasonforbanningBarbieisabeliefthatJewsowntheAmericancompanythatmakesthem,Mattel.JewsandChristiansarenotnormallywelcomeinthekingdom.AllpotentialvisitorshavetostatetheirreligionontheirapplicationformsandChristiansareforbiddenfromholdingservices.在沙特阿拉伯，警察突然搜查玩具禮品店并沒收芭比娃娃。原因之一就是生產(chǎn)芭比的美國公司是猶太人開的。在沙特，猶太人和基督徒是不受歡迎的。所有旅客必須在申請表上說明他們的宗教信仰，基督徒是不準(zhǔn)入境的。AlsotheSaudisfearedanAmericanpresencetherewouldstirupmoreIslamicradicalism.而且，沙特人害怕美國人的樣子會激起穆斯林激進(jìn)主義。Case1.第十一頁，共四十五頁，編輯于2023年，星期五Case1.Fullaisthenameofan11?inchBarbie-likefashiondollmarketedtochildrenofIslamicandMiddle-EasterncountriesasanalternativetoBarbie.Theconceptofherevolvedaround1999,andshehitstoresinlate2003.FullawascreatedbyaUAEmanufacturerfromDubaicalledNewBoyFZCO.FullaisalsosoldinChina,Brazil,NorthAfrica,EgyptandIndonesia,whileafewaresoldintheUnitedStates.芙拉是一個高11.5英寸的類似芭比的時尚娃娃。她替代芭比娃娃在伊斯蘭和中東國家的兒童市場打開銷路。設(shè)計芙拉娃娃的概念大約發(fā)展于1999年，并在2003年年底推出市場。芙拉是由一家來自大馬士革名為新男孩的敘利亞玩具制造公司生產(chǎn)的。除了美國市場外，芙拉還銷往中國、巴西北非以及埃及。Fullaisarole-modeltosomeMuslimpeople,displayinghowmanyMuslimpeoplewouldprefertheirdaughterstodressandbehave.對一些穆斯林人來說，芙拉是一種典范，她體現(xiàn)出了許多穆斯林人更喜歡他們的女兒有怎樣的穿著打扮和行為舉止。第十二頁，共四十五頁，編輯于2023年，星期五Conflicts——BarbieisnotwelcomeintheMiddleEastcountries.1，Appearance2，AmericanCulture3，ReligionbeliefCase1.第十三頁，共四十五頁，編輯于2023年，星期五Case1.ReasonsReligionCulturalTypeFemale第十四頁，共四十五頁，編輯于2023年，星期五■Speakingfromthetypeofculture,BarbieisrepresentativeoftheU.S.individualism.■IndividualismcultureisdominantcultureintheUnitedStates.Personalinterestsareparamount.Barbie'slifestylelooksnormalintheAmericanpeople'seyes.■MaterialismandIndividualismareagainstthecollectivismintheMiddleEast.■InMiddleEastcountries,parentsdonotliketheflamboyantBarbie,butlikethedignifiedandmodestFulladolls.FulladollnotonlyhastheimageoftheMiddleEast,butalsoishonest,caringandfullofcompassion.Sherespectsparents,whichiscoordinatewiththefamilytraditioncultureintheMiddleEast.ThusFulladollgetshugesuccess.Case1.第十五頁，共四十五頁，編輯于2023年，星期五■Religionisoneimportantpartofculture.■ChristianityinAmerica.■ReligioninArabianworldhasinfluenceonpeople'slifestylefromeverytinyaspect.■Islamisacode,whichincludesinallcasesthevaluesandwayofaction.Case1.第十六頁，共四十五頁，編輯于2023年，星期五■Arabianwomenhavetogetmarried.■WomendressesalsoreflecttheirrolesintheArabculture."TheKoran"------overshadowedchest.Case1.第十七頁，共四十五頁，編輯于2023年，星期五

ConclusionAvoidConflictsRealizetheConflictsStudyCase1.第十八頁，共四十五頁，編輯于2023年，星期五TheAmericanGirlinJapan——Barbie'sStrugglingStoryoverTwoDecadesWhichisbetter,JapaneseStyleorAmericanStyle.Whyitisstilldifficultaftershechangesherappearance?Case2.第十九頁，共四十五頁，編輯于2023年，星期五MattelInchashadgreatdifficultyconqueringtheworldsecondlargesttoymarket,Japan,whichisvitalifMattelistoachieveitsgoalofbecomingmoreglobal.TheJapanesemarketisnotoriouslydiffculttopenetrateasMattelhasfoundduring20yearsdoingbusinessinthatcountry.Case2.第二十頁，共四十五頁，編輯于2023年，星期五1.2.3.4.Mattel'sinitialattempstomarketBarbieinJapanmetwithlimitedsuccess.FailedMattelwascommittedtoneitherJapanesenorAmericanstyleandthuscompetedpoorlyagainstdollswhoseidentitywaswelldefined.FailedMattelintroduceditsAmericanBarbietoJapanandexperiencedsuccesswith"longhairstyleBarbie"SucceededThecompanyjoinedforcesonceagainwithBandaitotacklethecomlpexJapanesedistributionsystem.SucceededCase2.第二十一頁，共四十五頁，編輯于2023年，星期五Mattelenteredthemarketwithoutthoroughlyunderstandingit.Toaddresstheproblemoflowsales,MattelenlistedtheservicesofTakara,aJapanesetoyspecialist.Throughfocusgroups,MattellearnedthatBarbie'legsweretoolong,andherchesttoolarge---inshort,Japanesegirlsdidn'trelatetoBarbie'sphysicalattributes.

Also,Barbie'seyeswerechangedfrombluetobrown,andthedollultimatelytookonalookthatwasappealingtotheJapanese'schildren'ssenseofaesthetics.TheTakaraBarbiewasborn.Case2.第二十二頁，共四十五頁，編輯于2023年，星期五Althoughsalesimproved,alicensingdisagreementpromptedMatteltoterminatetherelationshipwithTakaraandsearchforanewpartnerinJapan.TakaracontinuedsellingthedollasJenny,which,ironically,becameanewcompetitortothenewJapaneseBarbie.In1986,MatteljoinedforceswithBandai,Japan'slargesttoycompany.BandaiproducedMabaBarbiewithwidebrowneyes.DuetoitssimilaritieswithJennydoll,however,MabaBarbiewaswithdrawnfromthemarketbeforeitachievedsuccess.MabawasreplacedbyBandaiBaibies,whichwereagainsimilartoJenny,possessingthewide-eyelookbutwearingballgrownsandunimaginativeclothing.Onceagain,marketsuccesseludedMattel.IndeedMattelwascommittedtoneitherJapanesenorAmericanstyleandthuscompetedpoorlyagainstdollswhoseidentitywaswelldefined.Case2.第二十三頁，共四十五頁，編輯于2023年，星期五MattelrealizedthatitscompetitiveadvantagelaywithitsAmericanculture.ThoughMattelhadattemptedtoadapttotheJapaneseculture,Matteldiscoveredonceagainthatgirlspreferthewell-knowBarbietothelocalversions.In1991,MattelendeditsrelationshipwithBandaiandopeneditsownmarketingandsalesofficeinTokyo.MattelintroduceditsAmericanBarbietoJapanandexperiencedsuccesswith"longhairstyleBarbie"whichbecameoneofthetop-sellingdollsinJapan.Althoghfinanciallossesmounteduntil1993,in1994BarbiemadeaprofitinJapanwithsalesalmostdoublingsinceitsreintroduction.Case2.第二十四頁，共四十五頁，編輯于2023年，星期五In1999,MattelrefocuseditsJapaneseefforts.Afteralmost20yearsofperseveranceinJapan,itwasimperativethatMattelimproveitsposition.Therefore,thecompanyjoinedforcesonceagainwithBandaitoformamarketing,sales,andproductdevelopmentallianceinanefforttotacklethecomlpexJapanesedistributionsystem.Attheendof2001,CEORobertEckertreportedthatMattel'sstrategicpartnershipwithBandaihad“eliminatedchronicoperatinglosses”inJapan.Case2.第二十五頁，共四十五頁，編輯于2023年，星期五ConflictsWhydidthesalesamountstillremainlowafterBarbiechangedherlookandadaptedtotheJapaneseaesthetices?WhydidMattelhadtoseekpartnershipwithlocalJapanesetoyspecialist?12Case2.第二十六頁，共四十五頁，編輯于2023年，星期五Case2.After20yearsofperseveranceinJapan,Mattelfinallyeliminatedchronicoperatinglosses.Whyitissodifficult?Atfirst,itwasbecauseBarbiedidn’tadapttotheJapanesesenseofaesthetics.ButafterBarbiechangedherlook,thesalesstillremainedverylow.Indeed,MattelwascommittedtoneitherJapanesenorAmericanstyleandthuscompetedpoorlyagainstdollswhoseidentitywaswelldefined.What’sworse,duetothecomplexdistributionsysteminJapan,Mattelhadtojoinforcewithlocalcompanytotacklethesystem.第二十七頁，共四十五頁，編輯于2023年，星期五Case2.Reasons&ConclusionItistheJapanesecultureandinformalpreservationbetweensuppliersandconsumersthatmakesJapanesemarketnotoriouslydifficulttopenetrate.AfterBarbiechangedherlookandadaptedtotheJapaneseaesthetics,MattelfoundthatgirlspreferoriginalAmericanstyle.Accordingtothecommentson“Economist”,Japanesepeoplearefarfromrational.Theyalwaysplacetheinterestoftheircountryinfrontoftheirown.Sowhattheyreallycareaboutiswhoproduceditinsteadofwhattheproductionis.Therefore,itisverydifficulttopromoteanewproductioninJapan.第二十八頁，共四十五頁，編輯于2023年，星期五ButdifferentfromMiddleEast,Japanhadtoopenupinthe19thcentury.BeforetheSecondWorldWar,Japansparednoeffortinpromotingindustrialization,tryingtokeeppacewithWestEuropeandAmerica.Duringthatperiod,somethinghadchangedinJapaneselife-----theygraduallyacceptedwesternculture,asaresultofwhich,JapanesegirlspreferoriginalstyleBarbie.RelationshipandintegrityplayacrucialroleinJapanesebusiness.InordertopenetratetheJapanesemarket,Mattelhadtokeepagoodrelationshipwithconsumersandtheagent(eg,Mattle'spartner).Therefore,itisnecessarytohavealocalpartnertotacklethecomplexdistributionsystem.Throughthecooperation,itwillbemucheasiertowinconsumers'acceptance.Case2.第二十九頁，共四十五頁，編輯于2023年，星期五IKEAinGermany

Case3.第三十頁，共四十五頁，編輯于2023年，星期五AlthoughIKEAhasbeenestablishedinGermanyformorethantwodecades,SwedishmanagementisstillperceivedbyGermanIKEAmembersaspeculiar.GermanyisthelargestnationalorganizationintheIKEAgroup,accountingforabout30percentofthetotalgroupsalesthroughmorethan20stores.AfterfirmlyattainingleadershipwithinSweden,whereitholdsmorethan20percentoftheovermarket,IKEAhassucceededoverthelast25yearsindoingwhatnofurnituredistributorhaseverattempted:tobecomeaglobalplayerinanindustryformerlyconsideredbynaturetothelocal.Case3.第三十一頁，共四十五頁，編輯于2023年，星期五Case3.

TheGermansareverydisciplinedandprecise.AproblemisthattheSwedishnotionof“takingonresponsibilitiesforyourself”,thecornerstoneoftheirworkpolicy,isnotperceivedinthesamewaybyGermans,whohaveatendencytoadhereverycloselytopreciselydefinedrulesandinstructions.WhenIKEAtranslatedthecorporatebrochuretheIKEAWayintoGerman,aneedwasfelttosharpenandmakemoreexplicittheoriginalSwedishtextwhichpresentedKeyIKEAconceptsinsometimesvaguetermsinordertogivefreedomtopeopletoadaptthemandtakepersonalresponsibilityforcarryingthemout.Once,AndersMoberg,IKEA’sfounder’ssuccessor,suggestedinaletterthatcertainmerchandisingdisplayscouldbeusedinavarietyofplaces.InGermany,departmentmanagersinterpretedthisasanorderandsystematicallysetupthedisplaysineverypartoftheirstores.第三十二頁，共四十五頁，編輯于2023年，星期五ThecorereasonforthedifferencesinthemanagementphilosophiesinSwedenandGermanyisthattheiruncertaintyavoidanceinworkisdifferent.ConflictAnalysisCase3.TheoryDr.GeertHofstede’sdimensionsanalysisonculturalconsequences."Cultureismoreoftenasourceofconflictthanofsynergy(協(xié)同).Culturaldifferencesareanuisanceatbestandoftenadisaster."-Dr.GeertHofstedeFrom1967to1973,whileworkingatIBMasapsychologist,hecollectedandanalyzeddatafromover100,000individualsfromfortycountries.Thefivedimensionsare:PowerDistanceIndex(PDI)Individualism(IDV)Masculinity(MAS)UncertaintyAvoidanceIndex(UAI)Long-TermOrientation(LTO)第三十三頁，共四十五頁，編輯于2023年，星期五GeertHofstede'sdimensionsanalysiscanassistthebusinesspersonortravellerinbetterunderstandingtheinterculturaldifferenceswithinregionsandbetweencounties.AccordingtoGeertHofstede’sanalysis,aculture’suncertaintyavoidancedegreehasacloserelationtoitsmanagementstyle.Andinthechartwecansee,among66countries,GermanyranksNo.37whileSwedenranksNo.64.Thatistosay,theSwisshaveamuchmoretolerantattitudetowardsuncertaintyinmanagementwhereasGermanswillhaveintensefeelingofthreatwhenfacinguncertainordersorrules.Andthiskindoffeelingwouldleadtoinefficiencyinwork.Andinordertoincreaseefficiency,Germanswouldtendtoadheretomorestrictmanagementstyle.Case3.第三十四頁，共四十五頁，編輯于2023年，星期五Case3.第三十五頁，共四十五頁，編輯于2023年，星期五ConlusionSoasaresult,IKEAneedtochangetheirmanagementphilosophyinGermany.Andinthiscase,theyshouldstateclearrulesandregulationsinthecompanysothatthestaffcanfollowacertainwayofcompletingwork.Andthelowerlevelofstaffshouldberesponsibleforthehigherlevel,ratherthan“takeonresponsibilitiesononeself”.Andtheattitudeinworkshouldalsobemorerigorous.Case3.第三十六頁，共四十五頁，編輯于2023年，星期五IKEAintheUS

Case4.盡管宜家這樣一個瑞典的品牌在美國這樣競爭激烈的家具零售業(yè)市場獲得了成功，但并不意味著他們是一帆風(fēng)順的。特別是在人力資源方面，很多優(yōu)秀的美國經(jīng)理相繼離開了公司。第三十七頁，共四十五頁，編輯于2023年，星期五TheAmericanpublicwasattractedbythenoveltyofScandinavianstyleandIKEA’suniquemerchandising,whichresemblesinmanywaysaEuropeanvillagemarketplace.IkeagotitssuccessinU.S.throughchangingthedesignofmanyhouseholdproductsaccordingtoAmericanconsumers’preferences.However,thisdoesnotmeaneverythinggoessmoothly.CorporatemanagementandHRDevelopmentaretheunresolvedissues.FromanAmericanperspective,Swedishmanagersdon’tshowemotionintheworkplace.Case4.第三十八頁，共四十五頁，編輯于2023年，星期五

Praiseisgivenforlookingcalminallsituations.also,tendnottosetthemselvesapart,andself-promotionisfrownedupon.Theydon’tlikedrumbeatingorcheerleadinginaculturewherebotharecommonwaysofmotivatingworkers.---AmericanCase4.ThebiggestconflictsherestemfromtheAmericanswhoneedtoknowwho’sincharge.Peopleexpecttheirmanagerstotellthemwhattodohere.---AmericanIttakeslongertodothingsourwaybutwewanttotrainpeopletoknowhowtodothingstherightway.---American

第三十九頁，共四十五頁，編輯于2023年，星期五Case4.AlthoughIKEAhasrecentlyinitiatedanamericanstyleperformancereviewprocedure,whichrequiresdocumentingemployees’individualperformancestrengthsandweaknesses,Swedishmanagersfeeluncomfortablewiththeformalityofthesystemandtheneedtoprovidenegativefeedback.Sincetheyholdthemoreseniorpositions,theirambivalencehasresultedinlittlerealdiscriminationinpayincreaseswhicharedirectlylinkedtothereviews.AlthoughturnoveratIKEAislowerthantheindustryaverage,andcoworkersgenerallyappreciateIKEA’scaringenvironment,thereissomelatentdiscontentwiththewaypayincreasesaredistributed,evenamonglong-termemployeeswhofeelthattheirindividualachievementsarenotalwaysrewarded.第四十頁，共四十五頁，編輯于2023年，星期五ConflictsandReasons1,WhatroledomanagersatIKEAplay?IsitconsistentwiththeAmericanemployees’expectation?Why?2,DidIKEAmanagementfullyimplementtheAmericanstyleperformancereviewprocedure?Ifnot,why?3,WhatshouldIKEAdotosecureandretainhigh-potentialAmericanmanagers?Case4.第四十一頁，共四十五頁，編輯于2023年，星期五

Theyarenotusedtojudgeanindividualbasedonhis/herpersonalperformanceonworkcuzitbringstoomuchstresstopeople.

Theyarenotfansofxtheoryofmanagementstyle.Butamericansholdtotallyoppositeopinions.

Theyonlytalkaboutperformance,materialaccomplishments,andtheyreallyrecognizeefficiencyanddata.

Theylovecompetitionandindividualism.

Theyjudgeyoubyjudgingyourpersonalaccomplishments.Judgersareexpectedtogivedecisionsonlybasedondataandaccomplishmentswhentheyaredealingwithgivingsomeonearaiseorpromotion,no