Cross Cultural Management in the 21st century and how it effects Negotiations with an example of HP

Table of Contents

1 INTRODUCTION: GLOBALIZATION IN THE 21ST CENTURY

2 WHAT IS CROSS CULTURAL MANAGEMENT?

3 THE MEANING OF DIVERSE CULTURES

4 WESTERN VALUES

4.1 AMERICAN CULTURAL VALUES

4.2 NEGOTIATING WITH AMERICANS

4.3 THE DIVERSITY OF EUROPEAN CULTURAL VALUES

4.3.1 German

4.3.2 Italian

4.3.3 Swiss

4.3.4 British

4.4 SUMMARY: WESTERN COUNTRIES AND THEIR CULTURAL VALUES

5 EASTERN VALUES

5.1 JAPANESE CULTURAL VALUES

5.2 JAPANESE NONVERBAL MESSAGES

5.3 CHINESE CULTURAL VALUES

5.4 THE EIGHT ESSENTIAL CHINESE ELEMENTS

5.4.1 Guanxi – Personal Contacts

5.4.2 Zhongjian Ren – The Intermediary

5.4.3 Shehui Dengji – Social Status

5.4.4 Renji Hexie – Group Harmony

5.4.5 Zhengti Guannian – Lateral Thinking

5.4.6 Jiejian – Pricing

5.4.7 Mianzi – Reputation and Social Capital

5.4.8 Chiku Nailao – Persistence and Being Tireless

5.5 CHINESE COMPETITION

5.6 SUMMARY: EASTERN COUNTRIES AND THEIR CULTURAL VALUES

6 WESTERN VERSUS EASTERN AND HOW CULTURAL DIFFERENCES INFLUENCE INTERNATIONAL NEGOTIATIONS

7 A PROFILE OF HEWLETT PACKARD COMPANY

7.1 MILESTONES OF HEWLETT PACKARD

7.2 MANAGING GLOBALLY: WHY CCM IS COMPELLING

7.2.1 HP entering the Asian Market

7.2.2 How Packard subconsciously applied Chinese elements

7.2.3 What made the Chinese JV successful

7.2.4 HP’s status quo regarding CCM in the 21st century

7.2.5 Conclusion

7.3 PORTRAIT OF CARLY FIORINA

8 CONCLUSION: AN APPROACH TO SOLVE CROSS CULTURAL CLASHES?

Objectives and Research Scope

This dissertation examines the critical role of Cross Cultural Management (CCM) in international negotiations during the 21st century, focusing specifically on the challenges arising from clashing western and eastern values. The primary objective is to evaluate how multinational corporations, exemplified by the case of Hewlett Packard, can overcome cultural barriers to achieve sustainable global business growth.

• Analysis of fundamental differences between western and eastern cultural values and communication styles.
• Examination of specific cultural frameworks, such as the eight essential Chinese elements for business.
• Evaluation of Hewlett Packard’s global market entry strategies and the impact of the "HP Way" on international ventures.
• Assessment of the role of leadership, specifically Carly Fiorina, in managing cross-cultural integration post-merger.
• Formulation of recommendations for managers to navigate cross-cultural negotiations through improved cultural competency.

Excerpt from the Book

Summary of Chapters

1 INTRODUCTION: GLOBALIZATION IN THE 21ST CENTURY: Discusses the necessity of global business growth and the critical success factors in international negotiations within the 21st century.

2 WHAT IS CROSS CULTURAL MANAGEMENT?: Defines Cross Cultural Management (CCM) as the capability to handle diverse cultural and religious attitudes to optimize business results.

3 THE MEANING OF DIVERSE CULTURES: Explores cultural beliefs, values, and attitudes, highlighting the potential for conflict when these differ between societies.

4 WESTERN VALUES: Provides an overview of values in American and European contexts, emphasizing themes like individualism, freedom, and time consciousness.

5 EASTERN VALUES: Examines communitarian values in Japan and China, focusing on group harmony, consensus, and interpersonal relationship building.

6 WESTERN VERSUS EASTERN AND HOW CULTURAL DIFFERENCES INFLUENCE INTERNATIONAL NEGOTIATIONS: Analyzes the dichotomy between low-context and high-context cultures and how these discrepancies lead to cross-cultural clashes.

7 A PROFILE OF HEWLETT PACKARD COMPANY: Details the history of Hewlett Packard and evaluates how its internal culture and specific management strategies enabled successful international joint ventures.

8 CONCLUSION: AN APPROACH TO SOLVE CROSS CULTURAL CLASHES?: Offers a final assessment on the importance of cultural intuition and experience over rigid adherence to theoretical guidelines.

Keywords

Cross Cultural Management, International Negotiation, Globalization, Hewlett Packard, Guanxi, Western Values, Eastern Values, Cultural Clashes, Joint Venture, Carly Fiorina, Business Culture, Intercultural Competency, Power Distance Index, Uncertainty Avoidance, HP Way.

Frequently Asked Questions

What is the core focus of this dissertation?

This work fundamentally explores the impact of Cross Cultural Management on international business negotiations and how cultural nuances can dictate the success or failure of global operations.

What are the primary themes discussed?

The core themes include the contrast between western individualistic values and eastern communitarian principles, the importance of cultural sensitivity, and the practical application of these concepts in corporate strategy.

What is the central research question?

The study investigates why companies face limitations in global trade and identifies the critical success factors required to navigate negotiations between western and eastern business partners effectively.

Which methodology is employed?

The author utilizes a comprehensive literature review combined with a qualitative case study analysis of Hewlett Packard to illustrate the practical implementation of cultural management strategies.

What does the main body cover?

The main body systematically breaks down cultural values across different western countries and eastern nations, provides a detailed case study of HP, and analyzes specific elements like Guanxi and the role of leadership in global business.

Which keywords best characterize the work?

Key terms include Cross Cultural Management, Globalization, Guanxi, HP Way, Cultural Clashes, and Intercultural Competency.

How did Packard apply Chinese elements to HP's strategy?

Packard instinctively incorporated Chinese business elements such as fostering long-term relationships (Guanxi) and maintaining high-level social contacts to navigate the Chinese market successfully.

What is the author's final conclusion regarding theoretical cultural models?

The author argues that while cultural literature provides helpful insights, rigid adherence to generalized guidelines can be counterproductive, advocating instead for a reliance on personal intuition, professional experience, and diplomatic adaptability.