【正文】 ；國籍；種族；家庭情況；性別；年齡；語言；教育 。 International Cooperation Strategic Management ? Four Cultural Dimensions Cultures both national and anizational differ along many dimensions. Four of the most important are: 1. Directness (get to the point vs. imply the messages) 2. Hierarchy (follow orders vs. engage in debate) 3. Consensus (dissent is accepted vs. unanimity is needed) 4. Individualism (individual winners vs. team effectiveness) 國際合作與戰(zhàn)略管理 ? 四種文化特點(diǎn) 文化－－無論是國家的或組織的－－在很多特點(diǎn)上都各不相同。s point of view. 國際合作與戰(zhàn)略管理 ? 跨文化交流的挑戰(zhàn) 文化經(jīng)常是交流挑戰(zhàn)的根源。更加了解文化差異并且探索文化間的相似之處，可以幫助你更加有效的與人溝通。 International Cooperation Strategic Management ? Culture Shock Failure to identify cultural issues and take action can lead to a culture shock. In order of priority, the most mon symptoms: 1. feeling isolated 2. anxiety and worry 3. reduction in job performance 4. high nervous energy 5. helplessness Not coping with culture shock symptoms when they appear can lead to a very negative situation. 國際合作與戰(zhàn)略管理 ? 文化沖擊 無法識(shí)別文化問題并采取相應(yīng)的行動(dòng)會(huì)導(dǎo)致文化沖擊。 International Cooperation Strategic Management ? Tact is the ability to describe others as they see themselves Abraham Lincoln 國際合作與戰(zhàn)略管理 ? ‘外交手腕就是把別人說成他們自己眼里的樣子的能力。t use generalizations to stereotype. 2. To understand better. 3. Appreciate other multifaceted human beings. ? Practice, practice, practice. ? Don39。s preferred mode. ? Search for ways to make the munication work, do not search for who should receive the blame for the breakdown. 國際合作與戰(zhàn)略管理 ? 跨文化合作的指導(dǎo)原則 ? 從其他文化的普遍性中學(xué)習(xí) 1. 不要把普遍性用于制定成規(guī)。 ? 實(shí)踐實(shí)踐再實(shí)踐。 2. 互相信任。 ? 尋找能夠有效溝通的方法，不要一味尋找應(yīng)該受到責(zé)備的一方。s shoes. ? Honor others39。試著把自己放在他人的位置上考慮問題。 ? 不急于下結(jié)論，要客觀。 把它作為培養(yǎng)信任的好機(jī)會(huì)。 ? 記住文化標(biāo)準(zhǔn)可能不適合某一特定個(gè)體的行為。 International Cooperation Strategic Management ? Respect Differences and Work Together ? When we do not understand, people tend to interpret the others involved as abnormal, weird or wrong. ? Awareness of cultural differences and recognizing where cultural differences are at work is the first step toward understanding each other. ? No right, no wrong, just different creates a positive working environment. 國際合作與戰(zhàn)略管理 ? 尊重差異，協(xié)同工作 ? 我們不能理解時(shí)會(huì)傾向于把其他有關(guān)人等說成‘不正?！?，‘怪異’，或‘不正確’。 ? 無所謂對(duì)與錯(cuò)，只是建立不同的積極的工作環(huán)境。使對(duì)立統(tǒng)一，發(fā)揮它的力量，而不是相反的，把它們定位為矛盾，消滅它們。（一個(gè)平衡的經(jīng)理人總是比他 /她走極端的同僚更加的有效。 International Cooperation Strategic Management ? Unleashing the Power of Integrated Opposites ? develop innovative services and products for diverse customer groups 1. Share diverse experiences. 2. Cultural insights of workers. ? creative problem solving 1. Look at the same landscape with different eyes“ . 2. Crosspollination of ideas. ? achieving synergy by leveraging the power of critical opposites 國際合作與戰(zhàn)略管理 ? 發(fā)揮對(duì)立統(tǒng)一體的能力 ? 為不同的顧客群體開發(fā)新穎的產(chǎn)品與服務(wù) 1. 分享不同的經(jīng)歷 2. 員工對(duì)文化的理解 ? 創(chuàng)造性的解決問題 1. ‘用不同的眼光看同一處風(fēng)景’ 2. 想法勾通與交流 ? 協(xié)調(diào)關(guān)鍵矛盾的力量達(dá)到增效 International Cooperation Strategic Management ? Case in Point: DuPont A USbased multicultural team at DuPont gained around US$45 million in new business by changing the way decorating materials are developed and marketed. The changes included new colors that team members knew, from their experience within other cultures, would appeal more to their overseas customers. 國際合作與戰(zhàn)略管理 ? 案例：杜邦 一支以美國為基礎(chǔ)的跨文化杜邦團(tuán)隊(duì)通過改變裝飾材料的開發(fā)與銷售方式，在新業(yè)務(wù)上創(chuàng)造了約 4,500萬美元的收入。 International Cooperation Strategic Management ? Case in Point: General Electric (GE) At General Electric (GE) the sum is greater than its parts as both business and people diversity is utilized in a most effective way. A major American enterprise with a diverse group of huge businesses, GE is steeped in a learning culture and it is this fact that makes GE a unique pany. As Jack Welch puts it: What sets GE apart is a culture that uses diversity as a limitless source of learning opportunities, a storehouse of ideas whose breadth and richness is unmatched in world business. At the heart of this culture is an understanding that an anization39。作為一家業(yè)務(wù)種類繁多 ,數(shù)額巨大的主要美國企業(yè)， GE精于學(xué)習(xí)文化。 正如杰克 .韋爾奇所講：‘使 GE出類拔萃的，是把多樣性作為學(xué)習(xí)的無限源泉，作為包羅萬象，無與倫比的點(diǎn)子庫的文化?！? 如同威爾士在 1996年他寫給塞爾歐納斯的信中所說，‘不斷分享來自全球的商業(yè)經(jīng)歷和文化見解正在造就一家擁有真正的全球頭腦和業(yè)務(wù)的公司。’ International Cooperation Strategic Management ? Case in Point: Female Color One employee had a business meeting with a Japanese businesswoman in the office. During the break, the Japanese businesswoman went to the washroom. The employee was surprised to see her opening the door into the Man39。s a man39。t you see that sign? Yes, I see it, she answered, but it39。s a lady39。休息時(shí)這位女士去洗手間，這名員工驚訝地發(fā)現(xiàn)她走進(jìn)了門口有很大的男性側(cè)影標(biāo)記的男士洗手間 . ‘對(duì)不起，那是男洗手間！你沒看到標(biāo)志嗎？’這名員工提醒她。在日本，紅色標(biāo)志表示女士洗手間，男士的應(yīng)該是黑色或藍(lán)色的。在以前的討論中我們又經(jīng)歷過多少這樣的交流溝通呢？而我們甚至沒有留意過。 International Cooperation Strategic Management ? Negotiating agreements 1. Mixed feelings about the formal joint venture agreement. 2. Some think it a critical element in the relationship 3. Others discount its significance. 國際合作與戰(zhàn)略管理 ? 談判協(xié)議 1. 對(duì)與正式的合資公司合同喜憂參半。 3. 另外一些人則將其重要性打了折扣。 融合水平與控制程度的關(guān)系 . 融合程度越深 – 例如 , 合并 – 控制程度就越高 . 協(xié)作合資公司 (NEJV) 與全合資公司 (EJV) 的差別就說明了這個(gè)關(guān)系。 International Cooperation Strategic Management ? Three Possible JV Governance Arrangements 1. Full equality: the partners decide policy and operating matters together 2. Policy equality: the partners must concur on JV policy terms, while one takes the lead in operating matters 3. Lead partner arrangement: one partner has the lead on policy as well as operating questio