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Japanese society and culture
Japanese society and culture
Japanese society and culture
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Culture The following sections explore the cultural differences encountered by all businesses desiring to expand their organizations internationally. For most, international culture is typically associated with visible and/or audible elements such as language, food, music and fashion. The “Iceberg Theory” provides a good visual model to broaden ones understanding of all cultural elements which should be considered. The iceberg (Figure 1) depicts both visible (on the surface) and invisible (below the surface) cultural elements (MacLachian). In an international setting, the elements below the surface are the most significant and all too often overlooked. The subsurface elements include cultural aspects such as thought processes, gender …show more content…
Awareness of culture when traveling to a foreign country is invaluable knowledge which only serves to enhance one’s travel experience. “There is no more noble calling than to help the people of the world live together in peace and understanding with a fully developed spirit of inquiry about other cultures and their ways (Kohls).” As it relates to international business, cultural awareness will significantly impact intercultural management for the organization within the desired host country. Therefore, an organization starting and/or expanding their business in a new country should consider cultural factors as a hedge to success. The first factor to consider is cultural sensitivity, which is the awareness of and concern for others culture. The empathy resulting from this sensitivity is necessary for effective cross-cultural management (Payne). Remember, culture is not inherited. On the contrary, culture is learned …show more content…
In the case of Snap Fitness’s target country Japan, the culture has evolved significantly over the last millennia. Historically speaking, the first recorded Japanese culture, the hunter / gatherer culture, dates back to approximately 12,000 BC. Today, Japan is regarded as having a contemporary hybrid culture with influences from Asia, Europe and North America (Wikipedia). Typically, a country with a long established cultural history would be resistant to the idea of cultural convergence. On the contrary, Japan seems quite willing to adopt western culture. Surprisingly, Japan seems eager to adopt American culture, despite the horrendous acts of man which ended World War II. Since WWI the Japanese people are continuing to readily adopt western culture and are actually quite fond of
middle of paper ... ... titutions, and organizations across nations", Thousand Oaks, 2001 Hofstede, Geert H.: "Cultures and Organizations: Software of the mind", New York, 1997 Marx, Elisabeth: "Breaking through culture shock: what you need to succeed in international business"; London, 1999 Mendenhall, Mark E./ Kühlmann, Torsten M../ Stahl, Günther K./ Osland, Joyce S.: "Employee Development and Expatriate Assignments" in Gannon, Martin J./ Newman, Karen L. (Editors): "The Blackwell Handbook of cross-cultural management", Oxford, 2002 Simpson, J.A./ Weiner, Edmund S.C. (prepared by): "Oxford English Dictionary", 2nd edition, Oxford, 1991 Wagner, W.: "Kulturschock Deutschland", Hamburg, 1996 Ward, Colleen: "Acculturation" in Landis, Dan/ Bhagat, Rabi S. (Editors): "Handbook of Intercultural Training", Thousand Oaks, 1996
Thesis: The church is catholic or universal through inculturation and different interpretations of Christianity in many different cultures. In order for the church to be catholic, it must be able to spread the Gospel with respect of the cultural diversities.
Cross-cultural aspect is considered as a vital issue in this global economy and people from various cultural backgrounds are working together and bringing different values, viewpoints and business practices. This seminar on “leading in a cross-cultural context” was an eye-opener for me, as the Cross-Cultural Adaptability Inventory (CCAI) assessment questions were relative to knowing your own cultural values and how you bring forward your attitude and behavior when you are introduced to a new culture and people. It reflects your ability to be open and understand people with cultural differences.
The initiation of intercultural effectiveness can be derived from behaviour impacted by its cultural differences and “cultural self-awareness includes recognition of one’s own cultural influences upon values, beliefs, and judgements, as well as the influences derived from the professional’s work culture” (Winkelman, 2005, p. 9)
A major challenge of doing business internationally is to adapt effectively to different culture. Such adaptation requires an understanding of cultural diversity, perceptions, stereotypes, and values (Hodgett &Luthans, 2005). Doing business overseas has its challenges as well as it rewards.
Our economic development will forever be defined as our ability to succeed internationally. PwC forecasts India’s real annual GDP growth until 2050 at 8.9 percent, Vietnam’s at 8.8 percent, and China’s at 5.9 percent. The list of fast-growing emerging markets goes on and on. The U.S. forecast is a meager 2.4 percent, comparable with most Western economies. The domestic companies that are likely to see incremental growth in the coming decades are those that are not only doing business internationally, but that are developing the strategic skill set to master doing business across cultures. Cross-cultural core competence is at the crux of today’s sustainable competitive advantage. For example, political environment will tell us, as to how and why political leaders control, whether and how of international business. Legal environment, both national and international will tell us about many kinds of laws by which business firms must work. The cultural environment will tell us about attitudes, beliefs and opinions important to business people. Economic environment will tell us about the economic system being followed by the host country, which may or may not be different from home country. It will also explain the variables such as level of development, human resources, Gross Domestic Per Capita and consumption patterns that determine a firm’s ability to do business. Geography will tell us about location, quantity, and quality of the world’s resources.
...n Europe and Asia, it tends to be forgotten that this also reflects into doing business and not just social interactions. Hofstede, Hofstede and Minkov (2010) can give a listing of the differences between cultures, globally, and how these differences can be analyzed, but this does not inform people of how to act and react in other cultures outside of social interactions. According to Pye (1983), cultures can influence the way a negotiation proceeds, Maede (1969) shows that leadership is different depending on the culture of the leader and Naor (1986) and Tse, Russel and Nan (1988) conclude that marketing is not any different.
As companies grow and put heavier weight on the importance of globalization, the need for companies to partake in cultural learning becomes more and more vital. With the various cultures worldwide, companies will find it highly beneficial to not only learn what makes the people within these cultures tick, but more importantly, apply it to their business strategies. In order to successfully manage, merge, or trade with other countries, one must understand how cultures differ from each other and what steps they need to take to be successful when conducting business with these cultures. The use of cultural anthropologists has proven beneficial for companies like Google, Intel, and Microsoft in implementing their business
As a result, culture plays a vital role in expanding international business with its impacts from general strategic direction to details like logo.
Understand and heed cultural differences - cultural variables in transacting international business. (1991, January 28). Business America. FindArticles.com., Retrieved March 20, 2009, from http://findarticles.com/p/articles/mi_m1052/is_n2_v112/ai_10412261/pg_4?tag=content;col1
Sonderberg, A-M & N Holden. (2002), Rethinking cross cultural management in a globalizing business world' International Journal of Cross Culture Management 2(1): 103-121
International business management is inseparable from the sphere of patterned cultural behaviors because culture is represented in terms of the pervasive and shared beliefs, norms, values, and symbols that guide the everyday life of different groups of people. International managers have to decide to choose and adjust their strategies aligned with each country’s culture. The traditional strategies used by management to manage culturally diverse workforce are proving inadequate and may not be able to solve the problem of cross cultural diversity in the era of globalization
Globalisation and global flows of culture have redefined the processes in which we share and connect to ourselves, others, and the world. From its onset, globalisation had both proponents’ and critics; some believed that it leads to a rich, hybrid global culture. Others saw it as the west versus the rest, an imprint of Western values and ideologies upon the world’s rich and diverse cultures. In exploring global flows of culture, we can observe these major assumptions about globalisation as well as its changing nature. New, ‘reverse’ cultural flows have begun to emerge and question these traditional assumptions. The case study of Japan’s ‘pink globalisation’ is one such reverse flow.
There is no doubt that the business world is changing rapidly and that many factors are also simultaneously interacting. Perhaps these factors are created by cultural diversity.
Explain the concept of culture. Why is it important to avoid ethnocentricity and gain cultural literacy?