Understanding How National Cultures Affect Organisational Cultures and the Impact of this on the Performance of Businesses in Different Countries

Ng, Yen Joon Irene (2008) Understanding How National Cultures Affect Organisational Cultures and the Impact of this on the Performance of Businesses in Different Countries. [Dissertation (University of Nottingham only)] (Unpublished)

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Abstract

Ã�Â�Ã�Â�Ã�Â�Ã� With rapid globalization, it is important that management be prepared to customize their businesses according how the people in that country operate.Ã�Â�Ã�Â�Ã�Â�Ã�  The project attempts to investigate the impact of national cultural influences on the organisational culture of international businesses.Ã�Â�Ã�Â�Ã�Â�Ã�  This paper will leverage on HofstedeÃ�Â�Ã�¢Ã�Â�Ã�Â�Ã�Â�Ã�Â�s theory of the four dimensions of organisational culture.Ã�Â�Ã�Â�Ã�Â�Ã�  The project focuses its analysis of the cultures in four countries, namely Japan, China, Germany and the United States.Ã�Â�Ã�Â�Ã�Â�Ã�  The analysis includes a study of the history of leadership and beliefs, the typical family and work culture, as well as the working relationship amongst organisation members in the four countries.Ã�Â�Ã�Â�Ã�Â�Ã�  HofstedeÃ�Â�Ã�¢Ã�Â�Ã�Â�Ã�Â�Ã�Â�s dimensions in each of these four countries are discussed.Ã�Â�Ã�Â�Ã�Â�Ã�  The literature is then applied to three case studies.Ã�Â�Ã�Â�Ã�Â�Ã�  IBM, Honda and Volkswagen are chosen.Ã�Â�Ã�Â�Ã�Â�Ã�  IBM is chosen because although it is the subject of study in HofstedeÃ�Â�Ã�¢Ã�Â�Ã�Â�Ã�Â�Ã�Â�s research, the organisational culture was not discussed.Ã�Â�Ã�Â�Ã�Â�Ã�  Using IBM USÃ�Â�Ã�¢Ã�Â�Ã�Â�Ã�Â�Ã�Â�s cultural dimensions as a basis for its original corporate culture, the country with a large difference in the values will be analysed and see how IBM has performed and what it did to achieve cultural alignment in those countries and whether it has been successful in doing so.Ã�Â�Ã�Â�Ã�Â�Ã�  The case study of Honda and Volkswagen will start with an analysis of their organisational culture in terms of HofstedeÃ�Â�Ã�¢Ã�Â�Ã�Â�Ã�Â�Ã�Â�s four dimensions.Ã�Â�Ã�Â�Ã�Â�Ã�  An analysis will be done to see if their cultures are different from those of the four countries discussed.Ã�Â�Ã�Â�Ã�Â�Ã�  The discussion will focus on two countries in which the cultural dimensions are significantly different from the companies.Ã�Â�Ã�Â�Ã�Â�Ã�  Finally research on how these companies can manage the organisational culture of the businesses in different countries and overcome their difficulties if any.Ã�Â�Ã�Â�Ã�Â�Ã�  Ã�Â�Ã�Â�Ã�Â�Ã� The final chapter includes a discussion on the importance for an organisation to adjust rules and procedures in order to fit the organisational culture of various businesses in different countries.Ã�Â�Ã�Â�Ã�Â�Ã�  EmployeesÃ�Â�Ã�¢Ã�Â�Ã�Â�Ã�Â�Ã�Â� stress or workplace conflict can be reduced if the rules and procedures in an international business can be adjusted to suit the culture in that country.Ã�Â�Ã�Â�Ã�Â�Ã�  Also, leadership effectiveness can be enhanced if again, cultural influences are being considered in managing the business.Ã�Â�Ã�Â�Ã�Â�Ã�  Lastly, the discussion will conclude on how the knowledge of cultural influences on organisational cultures can help businesses manage globalization and to make their international businesses sustainable and adaptive to the country of residence of these companies.Ã�Â�Ã�Â�Ã�Â�Ã�Â

Item Type: Dissertation (University of Nottingham only)
Depositing User: EP, Services
Date Deposited: 30 Jun 2008
Last Modified: 23 Oct 2016 12:15
URI: http://eprints.nottingham.ac.uk/id/eprint/21738

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