【正文】 . 管理結(jié)構(gòu)的選擇 , 決定合資公司的運營方式及總目標(biāo)，以及合作者的特征。 International Cooperation Strategic Management ? Importance and difficulty of negotiating points in joint venture agreements (percentage of respondents noting category) Important Difficult Equity structure 80 33 Technology transfer 78 26 Marketing issues 45 28 Staffing issues 44 26 Dividend policy 42 21 國際合作與戰(zhàn)略管理 ? 關(guān)于成立合資公司談判時雙方的談判重點及難點 (兩種不同回答的百分比如下 ) 重要性 困難性 權(quán)益結(jié)構(gòu) 80 33 技術(shù)轉(zhuǎn)移 78 26 市場問題 45 28 員工安置問題 44 26 股息分配方針 42 21 International Cooperation Strategic Management ? Governance and control Once a partner has been selected and a contractual agreement negotiated, attention shifts to the integration and governance of the joint venture. The relationship between levels of integration and degrees of control. The deeper the integration as, for example, with a merger the greater the level of control. Distinction between a cooperative joint venture (NEJV) and an equity joint venture (EJV) illustrates this relationship. The choice of governance structure, determines the overall performance of the JV, overall objective and the partners characteristics. 國際合作與戰(zhàn)略管理 ? 管理和控制 一旦合作伙伴被選定并簽訂了合同之后，注意力便轉(zhuǎn)移到合資公司的管理上來。 2. 有人把這種關(guān)系認(rèn)定是一種邊緣關(guān)系。是啊，如果我想更有效的交流，我就得更多了解預(yù)期顧客的思維習(xí)慣和看法。’ 多么大的文化差異呀！那名員工只注意到標(biāo)志而不是顏色，那位日本女士注意的卻是完全不同的事物?！?，我看到了，’她答到，‘但那是紅色標(biāo)志。s room. For men, it should be black or blue. What a cultural difference! The employee pays attention to the sign only, not to its color, and the Japanese businesswoman pays attentions to pletely different things. How many such munication gaps have we experienced without noticing it! 國際合作與戰(zhàn)略管理 ? 案例 : 女性色彩 一名員工曾因公與一位日本女士開會。s red. In our country, a redcolored sign means it39。s room! Don39。s room which had a big malesilhouette sign on it. The employee warned her, Excuse me, it39。’ International Cooperation Strategic Management ? Case in Point: General Electric (GE) The GE Leadership Effectiveness Survey (LES) provides a framework for evaluation of the corporate leaders that includes, inter alia, the following parameters: Fully utilizes diversity of team members (cultural, race, gender) to achieve business success and Demonstrates global awareness / sensitivity and is fortable building diverse / global teams. 國際合作與戰(zhàn)略管理 ? 案例 : 通用電氣 (GE) 通用電氣領(lǐng)導(dǎo)效果調(diào)查 (LES)提供了一個評估公司領(lǐng)導(dǎo)者的方案，特別包括了下列因素，‘充分利用團隊成員的不同（文化，種族，性別）達(dá)到商業(yè)成功’和‘體現(xiàn)全球意識 /敏感，樂于建立不同 /全球團隊。這種文化的核心是一種認(rèn)知，也就是一個組織學(xué)習(xí)并迅速把所學(xué)付諸行動的能力才是最終的商業(yè)競爭優(yōu)勢。正是這一事實使 GE成為一家獨具特色的公司。s ability to learn, and translate that learning into action rapidly, is the ultimate petitive business advantage. As Welch noted in his 1996 Letter to Share Owners, The constant sharing of business experiences and cultural insights, from around the world, is creating a Company whose brains, as well as businesses, are truly global. 國際合作與戰(zhàn)略管理 ? 案例 : 通用電氣 (GE) 在通用電氣 ,由于商業(yè)和人員的各異性都得到了最有效的利用，整體的力量總是比各部門大。這種改變包括團隊成員由他們在其他文化的經(jīng)歷所知的 ,更能吸引海外顧客的新顏色。） International Cooperation Strategic Management ? Diversity Definition Diversity: a workplace that includes people from various backgrounds and cultures, and/or diverse businesses. 國際合作與戰(zhàn)略管理 ? 駕馭差異所產(chǎn)生的動力 差異： 就是一個工作場所包括來自不同背景和文化的人，以及（或者）不同的商業(yè)。這無論在個人層面上，還是在組織的層面上都是正確的。 International Cooperation Strategic Management ? Harnessing the Power of Diversity Your petitive advantage in an anizational and cultural context is by seeking to leverage, rather than diminish, opposite forces. Integrating opposites, as opposed to identifying and driving them out, unleashes power. This is true on both a personal level (the balanced manager is more effective than his or her peer at one end of the control spectrum) and on anizational level as well. 國際合作與戰(zhàn)略管理 ? 駕馭差異所產(chǎn)生的動力 你的競爭優(yōu)勢，無論是組織還是文化，在于利用對立的力量而不是減小差異。 ? 在工作中意識到文化差異，并認(rèn)識到文化差異的所在是通向相互理解的第一步。大家都比文化標(biāo)準(zhǔn)暗示的復(fù)雜得多。 ? 明白現(xiàn)存的力量不平衡對于相互理解及合作是必要的。 ? 坦誠由于文化差異造成的過失對有效的溝通至關(guān)重要。 ? 尊重其他人對事情的看法。 opinions about what is going on. ? Suspend judgment, and be objective. ? Honest acknowledgment of the mistreatment that has taken place on the basis of cultural difference is vital for effective munication. Use this as an opportunity to develop trust. ? Awareness of current power imbalances is necessary to understand each other and work together. ? Remember that cultural norms may not apply to the behavior of any particular individual. We are all more plicated than any cultural norm could suggest. 國際合作與戰(zhàn)略管理 ? 跨文化合作的指導(dǎo)原則 ? 主動的滿懷同情的傾聽。 International Cooperation Strategic Management ? Guidelines for Multicultural Collaboration ? Listen actively and empathetically. Try to put yourself in the other person39。 3. 用顧客更愿意接受的方式談話以建立融洽的關(guān)系。 ? 不要認(rèn)定自己的才是‘唯一正確’的溝通方式 1. 不斷質(zhì)疑自己的假設(shè)。 2. 更好地去理解． 3. 欣賞其他多元的人們。t assume that yours is the only ‘ right way’ to municate 1. Keep questioning your assumptions. 2. Communicate trust. 3. Build rapport by talking in your client39?！? 亞伯拉罕 ? 林肯 International Cooperation Strategic Management ? Guidelines for Multicultural Collaboration ? Learn from generalizations about other cultures 1. Don39。按照優(yōu)先順序，最普遍的癥狀有： 1. 感覺孤立 2. 焦慮不安 3. 工作表現(xiàn)下降 4. 精神高度緊張 5. 無助 文化沖擊的癥狀出現(xiàn)而不加以處理會導(dǎo)致非常被動的局面。下一次，當(dāng)自己處在一個比較尷尬的境地的時候，問問自己文化是怎樣決定了你的反應(yīng)，并試著去從別人的角度看世界。探索以往的經(jīng)驗及各種文化團體相互關(guān)聯(lián)的方式是打開跨文化交流渠道的關(guān)鍵。最重要的四點有： 1. 直接 （切入重點 VS．婉轉(zhuǎn)暗示） 2. 階級 (習(xí)慣服從 vs. 喜歡爭論 ) 3. 一致性 (允許不同意見 vs. 需要全體一致的意見 ) 4. 個人主義 (個人英雄主義 vs. 團隊效益 ) International Cooperation Strategic Management ? Six Fundamental Patterns of Cultural Difference 1. Different munication styles 2. Different