【正文】 g t h e m e ri t s o fd i f f e r i n g p o i n t s o f v i e w .Comparison of hp with Compaq Asia Pacific Cultural gap differences are statistically significant. Compaq’s Average HP’s Average 23 Comparison of hp with Compaq Enterprise wide Cultural gap differences are statistically significant. Compaq’s Average HP’s Average C u l t u r a l G a p s 1 2 3 4 5Pr e c e d e n c e . L o o ks t o t h eo rg a n iza t io n ’s ri ch h is t o ry a s a s o u rceo f kn o w l e d g e .I n q u i r y . F o cu s e s o n f u t u rep o ss i b i l i t i e s a n d l e a rn a s t h e y g o .I n te r n a l F o c u s . F o cu s e s m o s t l y o ni m p ro v e m e n t o f i n t e rn a l p ro ce s s e sa n d s t ru ct u re s 。 i s b ro a d re a ch i n g a n dm u l t i f o cu s e d .D o m i n a n c e . Pu rs u e s g ro w t h t h ro u g hp ro d u ct p ro l i f e ra t i o n / l i n e e x t e n s i o n sa n d a cq u i s i t i o n s .Va l u e . Pu rs u e s g ro w t h t h ro u g hp ro d u ct i n n o v a t i o n a n d a n t i c i p a t i o n o fe m e rg i n g cu s t o m e r n e e d s .D e s i g n e d . W h e n i m p l e m e n t i n gch a n g e i n i t i a t i v e s , i n v o l v e s o n l y ke yp e o p l e t o co o rd i n a t e / i m p l e m e n t p l a n s .Em e r g e n t. W h e n i m p l e m e n t i n gch a n g e i n i t i a t i v e s , i n v o l v e s m a n yp e o p l e t o co o rd i n a t e / i m p l e m e n t p l a n s .I n te g r a te d . C h a n g e e f f o rt s a t t e m p t t ore a ch t h e e n t i re o rg a n i za t i o ns i m u l t a n e o u s l yI n s u l a r . C h a n g e e f f o r t s f o cu s o nd i s cre e t s e g m e n t s o r f u n ct i o n s o f t h eb u s i n e s s .22 C u l t u ra l G a p s 1 2 3 4 5Pr e c e d e n c e . L o o ks t o t h eo rg a n iza t io n ’s ri ch h is t o ry a s a s o u rceo f kn o w l e d g e .I n q u i r y . F o cu s e s o n f u t u rep o ss i b i l i t i e s a n d l e a rn a s t h e y g o .I n te r n a l F o c u s . F o cu s e s m o s t l y o ni m p ro v e m e n t o f i n t e rn a l p ro ce s s e sa n d s t ru ct u re s 。 i s v e ry m u ch a w a re o fco m p e t i t o rs a n d cl o s e l y f o l l o w s t h em o v e s t h e y ma ke C o s t. I s h e a v i l y f o cu s e d o nm a xi mi z i n g e f f i ci e n cy , m a i n t a i n i n gs t ro n g e x p e n s e m a n a g e m e n t , a n dco s t re d u ct i o nSe r v i c e . I s h e a v i l y f o cu s e d o nu n d e rs t a n d i n g a n d e x ce e d i n gcu s t o m e r re q u i re m e n t s t h ro u g hd e l i v e r i n g g re a t p ro d u ct s s e r v i ce s .Pr e c i s i o n . G e t t i n g t h e j o b d o n eri g h t i s m o re i mp o rt a n t t h a n g e t t i n gi t d o n e q u i ck l y, e v e n t h o u g h i t m a yt a ke e x t ra t i m e .Sp e e d . G e t t i n g t h e j o b d o n e f a s tm a ke s ―ro u g h ly r ig h t ‖ o u t co m e sa cce p t a b l e e v e n t h o u g h w e m a ys a cri f i ce d i s ci p l i n e o r r i g o r.Em p h a s i s o n C o n s i s te n c y .Exce p t i o n s t o p o l i ci e s a n d p ro ce d u re sa re d i s co u ra g e d 。co n t in u a lly ―t u rn s o n a d ime ‖ t o m e e td e m a n d s .Pr e c i s i o n . G e t t i n g t h e j o b d o n eri g h t i s m o re i mp o rt a n t t h a n g e t t i n gi t d o n e q u i ck l y, e v e n t h o u g h i t m a yt a ke e x t ra t i m e .Sp e e d . G e t t i n g t h e j o b d o n e f a s tm a ke s ―ro u g h ly r ig h t ‖ o u t co m e sa cce p t a b l e e v e n t h o u g h w e m a ys a cri f i ce d i s ci p l i n e o r r i g o r.Em p h a s i s o n C o n s i s te n c y .Exce p t i o n s t o p o l i ci e s a n d p ro ce d u re sa re d i s co u ra g e d 。 d e b r i e f e v e n t s t os h a re i n s i g h t s a n d b e s t p ra ct i ce s .I te r a ti o n . Va lu e s a ―t r ia l a n d e rro r‖a p p ro a ch 。 be honest, but be sensitive in what you say cultural due diligence study regionspecific findings Comparison of hp with Compaq North America Cultural gap differences are statistically significant. Compaq’s Average HP’s Average C u l t u r a l G a p s 1 2 3 4 5 Pr e c e d e n c e . L o o ks t o t h eo rg a n iza t io n ’s ri ch h is t o ry a s a s o u rceo f kn o w l e d g e .I n q u i r y . F o cu s e s o n f u t u rep o ss i b i l i t i e s a n d l e a rn a s t h e y g o . I n te r n a l F o c u s . F o cu s e s m o s t l y o ni m p ro v e m e n t o f i n t e rn a l p ro ce s s e sa n d s t ru ct u re s 。 s a g g r e ssi v e b e h a v i o r v i o l a t e s H P 39。 but thoughtful and high involvement ? general perception that decisions are rarely made, but tend to stick once made paq on paq similarities ? goals change frequently and not synchronized between frontend and backend anizations ? people are not held accountable。 top management is more formal and removed ? recent changes led to low morale paq on paq similarities ? low credibility in leadership differences ? leadership achievementoriented, rugged individualists (what gets done) unique mentary ? people are bright, mitted, and work hard, long hours ? good interpersonal relationships ? learning happens on the job ? insufficient investment in training and development ? people do not feel empowered, except in field 12 congruence model output input environment resources history strategy system unit individual work people formal anization informal anizatio