案例分析范文

Case1Casedescription:AlthoughIKEAhasrecentlyinitiatedanAmericanstyleperformancereviewprocedure,whichrequiresdocumentingemployees’individualperformancestrengthsandweaknesses,Swedishmanagersfeeluncomfortablewiththeformalityofthesystemandtheneedtoprovidenegativefeedback.Sincetheyholdthemoreseniorpositions,theirambivalencehasresultedinlittlerealdiscriminationinpayincreaseswhicharedirectlylinkedtothereviews.AlthoughturnoveratIKEAislowerthantheindustryaverage,andcoworkersgenerallyappreciateIKEA’scaringenvironment,thereissomelatentdiscontentwiththewaypayincreasesaredistributed,evenamonglong-termemployeeswhofeelthattheirindividualachievementsarenotalwaysrewarded.IntheopinionofoneAmericanmanager,“AlotofpeoplehaveleftIKEAbecausetheycan’tmoveupfastenoughhere.SomeleftthestoretogototheServiceCentre(IKEA’snationalheadquarters)thenleftbecauseitwastoohardforthemtoadjust,therewasnoclearframeofreferenceintermsofpoliciesandprocedures.WehavelostsomekeyAmericanmanagersbecausetheydidn’thaveaclearideaoftheirroleorfutureintheorganization.”Case2CasedescriptionMrArthurAroney,GeneralManagerofBurnsPhilipandCo.Ltd.,andAustraliancompanybelieveshatbusinessesshouldengageininternationalmarketingbyinvestingintargetmarkets.Theforeigngovernmentoffersinvestmentincentiveswhichwillencouragetheindustry“l(fā)eader”toenterthecountryandinvest.Theriskscanbehighbut,ifsuccessful,soaretherewards.BurnsPhilip’sfirstventureintoChina,afterlearningsomeveryhardlessons,wassosuccessfulthatafterthreeyears,itinvestedmoremoneyanddoubledthesizeofafermentationplant.BurnsPhilip’splantsarelocatedinGuangdong,Shanghai,Harbin,andinthewest.“Thisgivesuscoverageintheareaswhereyoufindopportunities,particularlyadevelopingmiddleclasswithdisposableincomes,”saysMrAroney.IneachofitsjointventuresburnsPhiliphasencountereddifferentconditions,duetodifferencesinlanguageandculture.ThepercentageofequitythatBurnsPhilipholdsinjointventuresvariedaccordingto:therequirementoftheChinesegovernmentatthetimewhenthejointventurewasfounded;theexpectedlifeofthejointventurethatissoughttobeestablished;thecapabilityofthejointventurepartnertocontributeresources.MrAroneysays，“Alltheabovecanbesubjecttolengthynegotiationspriortoanyagreementbeingreached.Themeetingscanlastfor12hoursatatime,andcontinueforseveraldays.Andeachtimeyougobacktothetable,thegoalsseemtohavebeenshifted.Itisonlywithperseveranceandasinceredesiretoformajointventurethatyouachieveyourgoal.”Headds,“ThereisthenecessaryChinesedelegationtoAustraliawithfactoryvisitstoexaminethetechnologyhatwillbeusedinChina,sothatafeasibilitystudycanbeprepared.Unfortunately,thepeoplethatformthedelegationarenotseenagainwhennegotiationsareresumedinChinaMrAroneyhassomeconcernsaboutintermediariesinChina.Hesays,“InacountryaslargeasChina,thegreatestproblemfacingamanufacturerisnot“canyoumaketheproduct?”butrather“canyougetyourproductdistributedtothemarketplace?”ThegivingofservicetocustomersispracticallyunknowninChina.Ifyousellthroughanagent,theagentwillwaitforacustomertocomeinandbuy;donotexpectyouragenttogoouttosellmoreoftheproductsincetheagentreceivesthesamemonthlysalarywhetherAccordingtoMrArthurAroney,BurnsPhilip’ssuccessinChinahasalsobeenduetothecarefulselectionofworkunderdifficultconditions,surroundedbypeoplewhodonotspeaktheirlanguage,andwithaculturewhichrequiresunderstanding.“Peoplemustalsounderstandthattheyareguestsinthecountry.Oncetheyhavesignedajointventureagreement,thatagreementisbestplacedinadrawerand,hopefully,willneverseethelightofday.Ifyouhavetocontinuallyrefertoyouragreement,youdonothaveasuccessfuloperation,”saysMrAroney.《跨文化商務(wù)交際》案例分析之一powerdistanceFortheSwedishmangers,theyholdthemoreseniorposition,heyhavetherightfordecision-makingintheworkplace,andtheyhavethepowertomakethefinaldecision.2.IndividualismIndividualisminwesternculturemakes