跨文化商业交流中的价值文化冲突

跨文化商业交流中的价值文化冲突第一页，共四十五页，编辑于2023年，星期五ClassificationofCulture：SpiritCulture,SystemCulture,ConductCulture（SpiritCulturemainlycontainssomedeepculturalphenomenonsuchasvaluesandwayofthinking)ValueCulturelimitsinter-communication—globlizedinternationalbusinessandtrade—maximizetheprofitsbyeffectiveinter-communicationPreface第二页，共四十五页，编辑于2023年，星期五BarbieintheMiddleEast

BarbieinJapanIKEAinGermanyIKEAintheUSDirectory第三页，共四十五页，编辑于2023年，星期五ProposalReviewalargenumberof

classicbusinesscasesFocus

onthoserelatedtocross-culturalcommunicationSelectcasesthathappeninthesamecompanytocompareandexplainthetypicalculturalvalueconflictininter-culturalbusinesscommunicationFindoutculturalvalueconflictthatincludesseveralconflicts:collectivismorindividualism,masculinityorfemininity,

lowuncertaintyavoidanceandhighuncertaintyavoidance第四页，共四十五页，编辑于2023年，星期五Proposal

casestatementconflictreasonsconclusionMETHODS:

contentanalysispolicyandarchivalresearch第五页，共四十五页，编辑于2023年，星期五BarbieintheMiddleEast

Case1.美丽性感、时尚华丽的芭比娃娃在中东地区受到指责，人们认为她带坏了孩子而将其强行取下货架。而芙拉娃娃的设计者赋予了它本土价值观却能大行其道。两个娃娃之间其实进行的是一场没有硝烟的文化大战，让我们看个究竟......第六页，共四十五页，编辑于2023年，星期五BarbieDoll1959年MattelToappealtocustomerswithdifferentculturalbackgroundindifferentcountries,changesaremade.TotallydiverseculturevaluesmakeBarbieintroubleInIranFullaDoll"MuslimValues"123Case1.InSaudiArabia第七页，共四十五页，编辑于2023年，星期五Case1.InUS—AfricanAmericans—blackBarbieAsianAmericansHispanicAmericansInCentralandEasternEurope—“FriendshipBarbie”—reflectthemorebasiclifestyleofchildreninthisareaInIndia—foreheadspot,sari第八页，共四十五页，编辑于2023年，星期五Case1.InIran,thegovernmentcondemnedtheforeveryoungandchildern-by-choiceBarbie(andherlong-timeboyfriendKen.Noplansformarriage,ever.)asathreattotraditionalculture.Barbiedoesn'tdefineherselfinrelationtochildrenorfamiliesasIranianwomensupposedlydo.在伊朗，政府指责芭比是对传统文化的威胁因为她永远年轻、选择不要孩子、和固定男友阿肯从来没有婚姻打算。芭比不像伊朗的妇女那样，与孩子和家庭联系在一起。第九页，共四十五页，编辑于2023年，星期五Then,theIranianMinistryofEducationmarketedthetwindollsSaraandDaraasthenatinaldolls.UnliketheBarbieDoll,SaraandhertwinbrotherDaraareonamissiontohelpothers,andwhentheyneedrises,theyconsulttheirparetnsforguidance.That'sthespiritbehindthemakingofthemodestlydressedtwins.然后，伊朗教育部把双胞胎娃娃萨拉和达拉定为国家娃娃。与芭比不同，萨拉和她的双胞胎兄弟达拉以帮助别人为己任，如果需要，他们还会征求父母的意见。有着这样的精神，双胞胎的穿着也就不那么张扬。Meanwhile,Barbiedollsopenlysellfor$700inTeheranstores.$700isseventimestheaveragemonthlysalaryinIran.同时，芭比在德黑兰的商店的售价是700美元，这是伊朗人平均月收入的几倍。Case1.第十页，共四十五页，编辑于2023年，星期五InSaudiArabia,SaudireligiouspolicewereraidingtoystoresandgiftshopstoseizeBarbiedolls.OnereasonforbanningBarbieisabeliefthatJewsowntheAmericancompanythatmakesthem,Mattel.JewsandChristiansarenotnormallywelcomeinthekingdom.AllpotentialvisitorshavetostatetheirreligionontheirapplicationformsandChristiansareforbiddenfromholdingservices.在沙特阿拉伯，警察突然搜查玩具礼品店并没收芭比娃娃。原因之一就是生产芭比的美国公司是犹太人开的。在沙特，犹太人和基督徒是不受欢迎的。所有旅客必须在申请表上说明他们的宗教信仰，基督徒是不准入境的。AlsotheSaudisfearedanAmericanpresencetherewouldstirupmoreIslamicradicalism.而且，沙特人害怕美国人的样子会激起穆斯林激进主义。Case1.第十一页，共四十五页，编辑于2023年，星期五Case1.Fullaisthenameofan11½inchBarbie-likefashiondollmarketedtochildrenofIslamicandMiddle-EasterncountriesasanalternativetoBarbie.Theconceptofherevolvedaround1999,andshehitstoresinlate2003.FullawascreatedbyaUAEmanufacturerfromDubaicalledNewBoyFZCO.FullaisalsosoldinChina,Brazil,NorthAfrica,EgyptandIndonesia,whileafewaresoldintheUnitedStates.芙拉是一个高11.5英寸的类似芭比的时尚娃娃。她替代芭比娃娃在伊斯兰和中东国家的儿童市场打开销路。设计芙拉娃娃的概念大约发展于1999年，并在2003年年底推出市场。芙拉是由一家来自大马士革名为新男孩的叙利亚玩具制造公司生产的。除了美国市场外，芙拉还销往中国、巴西北非以及埃及。Fullaisarole-modeltosomeMuslimpeople,displayinghowmanyMuslimpeoplewouldprefertheirdaughterstodressandbehave.对一些穆斯林人来说，芙拉是一种典范，她体现出了许多穆斯林人更喜欢他们的女儿有怎样的穿着打扮和行为举止。第十二页，共四十五页，编辑于2023年，星期五Conflicts——BarbieisnotwelcomeintheMiddleEastcountries.1，Appearance2，AmericanCulture3，ReligionbeliefCase1.第十三页，共四十五页，编辑于2023年，星期五Case1.ReasonsReligionCulturalTypeFemale第十四页，共四十五页，编辑于2023年，星期五■Speakingfromthetypeofculture,BarbieisrepresentativeoftheU.S.individualism.■IndividualismcultureisdominantcultureintheUnitedStates.Personalinterestsareparamount.Barbie'slifestylelooksnormalintheAmericanpeople'seyes.■MaterialismandIndividualismareagainstthecollectivismintheMiddleEast.■InMiddleEastcountries,parentsdonotliketheflamboyantBarbie,butlikethedignifiedandmodestFulladolls.FulladollnotonlyhastheimageoftheMiddleEast,butalsoishonest,caringandfullofcompassion.Sherespectsparents,whichiscoordinatewiththefamilytraditioncultureintheMiddleEast.ThusFulladollgetshugesuccess.Case1.第十五页，共四十五页，编辑于2023年，星期五■Religionisoneimportantpartofculture.■ChristianityinAmerica.■ReligioninArabianworldhasinfluenceonpeople'slifestylefromeverytinyaspect.■Islamisacode,whichincludesinallcasesthevaluesandwayofaction.Case1.第十六页，共四十五页，编辑于2023年，星期五■Arabianwomenhavetogetmarried.■WomendressesalsoreflecttheirrolesintheArabculture."TheKoran"------overshadowedchest.Case1.第十七页，共四十五页，编辑于2023年，星期五

ConclusionAvoidConflictsRealizetheConflictsStudyCase1.第十八页，共四十五页，编辑于2023年，星期五TheAmericanGirlinJapan——Barbie'sStrugglingStoryoverTwoDecadesWhichisbetter,JapaneseStyleorAmericanStyle.Whyitisstilldifficultaftershechangesherappearance?Case2.第十九页，共四十五页，编辑于2023年，星期五MattelInchashadgreatdifficultyconqueringtheworldsecondlargesttoymarket,Japan,whichisvitalifMattelistoachieveitsgoalofbecomingmoreglobal.TheJapanesemarketisnotoriouslydiffculttopenetrateasMattelhasfoundduring20yearsdoingbusinessinthatcountry.Case2.第二十页，共四十五页，编辑于2023年，星期五1.2.3.4.Mattel'sinitialattempstomarketBarbieinJapanmetwithlimitedsuccess.FailedMattelwascommittedtoneitherJapanesenorAmericanstyleandthuscompetedpoorlyagainstdollswhoseidentitywaswelldefined.FailedMattelintroduceditsAmericanBarbietoJapanandexperiencedsuccesswith"longhairstyleBarbie"SucceededThecompanyjoinedforcesonceagainwithBandaitotacklethecomlpexJapanesedistributionsystem.SucceededCase2.第二十一页，共四十五页，编辑于2023年，星期五Mattelenteredthemarketwithoutthoroughlyunderstandingit.Toaddresstheproblemoflowsales,MattelenlistedtheservicesofTakara,aJapanesetoyspecialist.Throughfocusgroups,MattellearnedthatBarbie'legsweretoolong,andherchesttoolarge---inshort,Japanesegirlsdidn'trelatetoBarbie'sphysicalattributes.

Also,Barbie'seyeswerechangedfrombluetobrown,andthedollultimatelytookonalookthatwasappealingtotheJapanese'schildren'ssenseofaesthetics.TheTakaraBarbiewasborn.Case2.第二十二页，共四十五页，编辑于2023年，星期五Althoughsalesimproved,alicensingdisagreementpromptedMatteltoterminatetherelationshipwithTakaraandsearchforanewpartnerinJapan.TakaracontinuedsellingthedollasJenny,which,ironically,becameanewcompetitortothenewJapaneseBarbie.In1986,MatteljoinedforceswithBandai,Japan'slargesttoycompany.BandaiproducedMabaBarbiewithwidebrowneyes.DuetoitssimilaritieswithJennydoll,however,MabaBarbiewaswithdrawnfromthemarketbeforeitachievedsuccess.MabawasreplacedbyBandaiBaibies,whichwereagainsimilartoJenny,possessingthewide-eyelookbutwearingballgrownsandunimaginativeclothing.Onceagain,marketsuccesseludedMattel.IndeedMattelwascommittedtoneitherJapanesenorAmericanstyleandthuscompetedpoorlyagainstdollswhoseidentitywaswelldefined.Case2.第二十三页，共四十五页，编辑于2023年，星期五MattelrealizedthatitscompetitiveadvantagelaywithitsAmericanculture.ThoughMattelhadattemptedtoadapttotheJapaneseculture,Matteldiscoveredonceagainthatgirlspreferthewell-knowBarbietothelocalversions.In1991,MattelendeditsrelationshipwithBandaiandopeneditsownmarketingandsalesofficeinTokyo.MattelintroduceditsAmericanBarbietoJapanandexperiencedsuccesswith"longhairstyleBarbie"whichbecameoneofthetop-sellingdollsinJapan.Althoghfinanciallossesmounteduntil1993,in1994BarbiemadeaprofitinJapanwithsalesalmostdoublingsinceitsreintroduction.Case2.第二十四页，共四十五页，编辑于2023年，星期五In1999,MattelrefocuseditsJapaneseefforts.Afteralmost20yearsofperseveranceinJapan,itwasimperativethatMattelimproveitsposition.Therefore,thecompanyjoinedforcesonceagainwithBandaitoformamarketing,sales,andproductdevelopmentallianceinanefforttotacklethecomlpexJapanesedistributionsystem.Attheendof2001,CEORobertEckertreportedthatMattel'sstrategicpartnershipwithBandaihad“eliminatedchronicoperatinglosses”inJapan.Case2.第二十五页，共四十五页，编辑于2023年，星期五ConflictsWhydidthesalesamountstillremainlowafterBarbiechangedherlookandadaptedtotheJapaneseaesthetices?WhydidMattelhadtoseekpartnershipwithlocalJapanesetoyspecialist?12Case2.第二十六页，共四十五页，编辑于2023年，星期五Case2.After20yearsofperseveranceinJapan,Mattelfinallyeliminatedchronicoperatinglosses.Whyitissodifficult?Atfirst,itwasbecauseBarbiedidn’tadapttotheJapanesesenseofaesthetics.ButafterBarbiechangedherlook,thesalesstillremainedverylow.Indeed,MattelwascommittedtoneitherJapanesenorAmericanstyleandthuscompetedpoorlyagainstdollswhoseidentitywaswelldefined.What’sworse,duetothecomplexdistributionsysteminJapan,Mattelhadtojoinforcewithlocalcompanytotacklethesystem.第二十七页，共四十五页，编辑于2023年，星期五Case2.Reasons&ConclusionItistheJapanesecultureandinformalpreservationbetweensuppliersandconsumersthatmakesJapanesemarketnotoriouslydifficulttopenetrate.AfterBarbiechangedherlookandadaptedtotheJapaneseaesthetics,MattelfoundthatgirlspreferoriginalAmericanstyle.Accordingtothecommentson“Economist”,Japanesepeoplearefarfromrational.Theyalwaysplacetheinterestoftheircountryinfrontoftheirown.Sowhattheyreallycareaboutiswhoproduceditinsteadofwhattheproductionis.Therefore,itisverydifficulttopromoteanewproductioninJapan.第二十八页，共四十五页，编辑于2023年，星期五ButdifferentfromMiddleEast,Japanhadtoopenupinthe19thcentury.BeforetheSecondWorldWar,Japansparednoeffortinpromotingindustrialization,tryingtokeeppacewithWestEuropeandAmerica.Duringthatperiod,somethinghadchangedinJapaneselife-----theygraduallyacceptedwesternculture,asaresultofwhich,JapanesegirlspreferoriginalstyleBarbie.RelationshipandintegrityplayacrucialroleinJapanesebusiness.InordertopenetratetheJapanesemarket,Mattelhadtokeepagoodrelationshipwithconsumersandtheagent(eg,Mattle'spartner).Therefore,itisnecessarytohavealocalpartnertotacklethecomplexdistributionsystem.Throughthecooperation,itwillbemucheasiertowinconsumers'acceptance.Case2.第二十九页，共四十五页，编辑于2023年，星期五IKEAinGermany

Case3.第三十页，共四十五页，编辑于2023年，星期五AlthoughIKEAhasbeenestablishedinGermanyformorethantwodecades,SwedishmanagementisstillperceivedbyGermanIKEAmembersaspeculiar.GermanyisthelargestnationalorganizationintheIKEAgroup,accountingforabout30percentofthetotalgroupsalesthroughmorethan20stores.AfterfirmlyattainingleadershipwithinSweden,whereitholdsmorethan20percentoftheovermarket,IKEAhassucceededoverthelast25yearsindoingwhatnofurnituredistributorhaseverattempted:tobecomeaglobalplayerinanindustryformerlyconsideredbynaturetothelocal.Case3.第三十一页，共四十五页，编辑于2023年，星期五Case3.

TheGermansareverydisciplinedandprecise.AproblemisthattheSwedishnotionof“takingonresponsibilitiesforyourself”,thecornerstoneoftheirworkpolicy,isnotperceivedinthesamewaybyGermans,whohaveatendencytoadhereverycloselytopreciselydefinedrulesandinstructions.WhenIKEAtranslatedthecorporatebrochuretheIKEAWayintoGerman,aneedwasfelttosharpenandmakemoreexplicittheoriginalSwedishtextwhichpresentedKeyIKEAconceptsinsometimesvaguetermsinordertogivefreedomtopeopletoadaptthemandtakepersonalresponsibilityforcarryingthemout.Once,AndersMoberg,IKEA’sfounder’ssuccessor,suggestedinaletterthatcertainmerchandisingdisplayscouldbeusedinavarietyofplaces.InGermany,departmentmanagersinterpretedthisasanorderandsystematicallysetupthedisplaysineverypartoftheirstores.第三十二页，共四十五页，编辑于2023年，星期五ThecorereasonforthedifferencesinthemanagementphilosophiesinSwedenandGermanyisthattheiruncertaintyavoidanceinworkisdifferent.ConflictAnalysisCase3.TheoryDr.GeertHofstede’sdimensionsanalysisonculturalconsequences."Cultureismoreoftenasourceofconflictthanofsynergy(协同).Culturaldifferencesareanuisanceatbestandoftenadisaster."-Dr.GeertHofstedeFrom1967to1973,whileworkingatIBMasapsychologist,hecollectedandanalyzeddatafromover100,000individualsfromfortycountries.Thefivedimensionsare:PowerDistanceIndex(PDI)Individualism(IDV)Masculinity(MAS)UncertaintyAvoidanceIndex(UAI)Long-TermOrientation(LTO)第三十三页，共四十五页，编辑于2023年，星期五GeertHofstede'sdimensionsanalysiscanassistthebusinesspersonortravellerinbetterunderstandingtheinterculturaldifferenceswithinregionsandbetweencounties.AccordingtoGeertHofstede’sanalysis,aculture’suncertaintyavoidancedegreehasacloserelationtoitsmanagementstyle.Andinthechartwecansee,among66countries,GermanyranksNo.37whileSwedenranksNo.64.Thatistosay,theSwisshaveamuchmoretolerantattitudetowardsuncertaintyinmanagementwhereasGermanswillhaveintensefeelingofthreatwhenfacinguncertainordersorrules.Andthiskindoffeelingwouldleadtoinefficiencyinwork.Andinordertoincreaseefficiency,Germanswouldtendtoadheretomorestrictmanagementstyle.Case3.第三十四页，共四十五页，编辑于2023年，星期五Case3.第三十五页，共四十五页，编辑于2023年，星期五ConlusionSoasaresult,IKEAneedtochangetheirmanagementphilosophyinGermany.Andinthiscase,theyshouldstateclearrulesandregulationsinthecompanysothatthestaffcanfollowacertainwayofcompletingwork.Andthelowerlevelofstaffshouldberesponsibleforthehigherlevel,ratherthan“takeonresponsibilitiesononeself”.Andtheattitudeinworkshouldalsobemorerigorous.Case3.第三十六页，共四十五页，编辑于2023年，星期五IKEAintheUS

Case4.尽管宜家这样一个瑞典的品牌在美国这样竞争激烈的家具零售业市场获得了成功，但并不意味着他们是一帆风顺的。特别是在人力资源方面，很多优秀的美国经理相继离开了公司。第三十七页，共四十五页，编辑于2023年，星期五TheAmericanpublicwasattractedbythenoveltyofScandinavianstyleandIKEA’suniquemerchandising,whichresemblesinmanywaysaEuropeanvillagemarketplace.IkeagotitssuccessinU.S.throughchangingthedesignofmanyhouseholdproductsaccordingtoAmericanconsumers’preferences.However,thisdoesnotmeaneverythinggoessmoothly.CorporatemanagementandHRDevelopmentaretheunresolvedissues.FromanAmericanperspective,Swedishmanagersdon’tshowemotionintheworkplace.Case4.第三十八页，共四十五页，编辑于2023年，星期五

Praiseisgivenforlookingcalminallsituations.also,tendnottosetthemselvesapart,andself-promotionisfrownedupon.Theydon’tlikedrumbeatingorcheerleadinginaculturewherebotharecommonwaysofmotivatingworkers.---AmericanCase4.ThebiggestconflictsherestemfromtheAmericanswhoneedtoknowwho’sincharge.Peopleexpecttheirmanagerstotellthemwhattodohere.---AmericanIttakeslongertodothingsourwaybutwewanttotrainpeopletoknowhowtodothingstherightway.---American

第三十九页，共四十五页，编辑于2023年，星期五Case4.AlthoughIKEAhasrecentlyinitiatedanamericanstyleperformancereviewprocedure,whichrequiresdocumentingemployees’individualperformancestrengthsandweaknesses,Swedishmanagersfeeluncomfortablewiththeformalityofthesystemandtheneedtoprovidenegativefeedback.Sincetheyholdthemoreseniorpositions,theirambivalencehasresultedinlittlerealdiscriminationinpayincreaseswhicharedirectlylinkedtothereviews.AlthoughturnoveratIKEAislowerthantheindustryaverage,andcoworkersgenerallyappreciateIKEA’scaringenvironment,thereissomelatentdiscontentwiththewaypayincreasesaredistributed,evenamonglong-termemployeeswhofeelthattheirindividualachievementsarenotalwaysrewarded.第四十页，共四十五页，编辑于2023年，星期五ConflictsandReasons1,WhatroledomanagersatIKEAplay?IsitconsistentwiththeAmericanemployees’expectation?Why?2,DidIKEAmanagementfullyimplementtheAmericanstyleperformancereviewprocedure?Ifnot,why?3,WhatshouldIKEAdotosecureandretainhigh-potentialAmericanmanagers?Case4.第四十一页，共四十五页，编辑于2023年，星期五

Theyarenotusedtojudgeanindividualbasedonhis/herpersonalperformanceonworkcuzitbringstoomuchstresstopeople.

Theyarenotfansofxtheoryofmanagementstyle.Butamericansholdtotallyoppositeopinions.

Theyonlytalkaboutperformance,materialaccomplishments,andtheyreallyrecognizeefficiencyanddata.

Theylovecompetitionandindividualism.

Theyjudgeyoubyjudgingyourpersonalaccomplishments.Judgersareexpectedtogivedecisionsonlybasedondataandaccomplishmentswhentheyaredealingwithgivingsomeonearaiseorpromotion,no