Comparative Cross Cultural Study of Indian Managers' Perspectives On Doing International Business in Bedouin And Guanxi Culture

2019 ◽  
Vol 10 (3) ◽  
pp. 1-21
Author(s):  
Som Sekhar Bhattacharyya
Keyword(s):  
Comparative Analysis ◽  
International Business ◽  
Business Strategy ◽  
Cultural Dimensions ◽  
Business Culture ◽  
Cultural Dimension ◽  
International Expansion ◽  
Business Managers ◽  
Chinese Business ◽  
Doing Business

The purpose of this research article is to comparatively study Indian firms' international cultural challenges of doing business in Bedouin and Chinese business cultures. In this research, the author based on in-depth exploratory qualitative personal interview with 22 Indian international business experts and explores the cultural nuances of international business operations. Specifically, the author content analyses and prepare a comparative analysis (similarities and dissimilarities) of Indian business culture with Bedouin and Chinese business culture. This article thus contributes to international business strategy (IBS) literature centric to Indian firms from a cultural dimension. Comparative analysis on Trompenaar's cultural dimensions, Hofstede's cultural dimensions, CAGE distances and EPRG aspects highlight the challenges of doing business for Indian business managers in Bedouin and Chinese business culture. This would help Indian business managers to take steps to improve international business expansion in China and The Gulf countries. This is one of the first comparative analysis of Indian firms' international expansion difficulties in Bedouin and Chinese business culture.

Eurocentric conceptualisation of risk in international business

2018 ◽  
Vol 13 (2) ◽  
pp. 165-169
Author(s):  
Bhabani Shankar Nayak
Keyword(s):  
International Business ◽  
Business Strategy ◽  
Business Practice ◽  
Business Culture ◽  
Risk And Uncertainty ◽  
Content Type ◽  
Doing Business ◽  
Starting Point ◽  
Global Corporations ◽  
European Business

Purpose The purpose of this paper is to deal with the Eurocentric conceptualisation of “risk” which reinforces rent-seeking language, culture and practices of doing business that are alien to non-European societies. This paper also attempts to engage with Eurocentric methods and strategies that sustain hegemony in international business by promoting “risk” and perpetuating “uncertainty” within the non-European business culture. Such territoriality within basic conceptualisation of in international business is central to manufactured “risks” that reinforces crisis, while state deals successfully or fails to deal with it, the global corporations extract resources and expand their capital and market base in non-European societies while doing business. This paper is divided into two parts: the first part presents the philosophical basis of risks and its historical foundations and the second part deals with the neo-colonial business methods, languages, cultures and strategies which are Eurocentric by nature. This paper argues that manufacturing risk is the Eurocentric business strategy. Design/methodology/approach This paper draws its methodological lineages to nonlinear historical narrative around the concept and construction of the idea and language of “risk” and “uncertainty”. This paper follows discourse analysis (Fairclough, 2003) to locate the way in which the Eurocentric concept of risk was exported and incorporated within the language of international business in non-Western business traditions. While engaging with conceptual discourses, it focusses on the power of language in the process of conceptualisation where “authority comes to language from outside” (Bourdieu, 1991, p. 109). As a result of which the concept does not reflect the objective reality of non-European business culture and its uniqueness while assimilating it within the Western European theoretical traditions of “risk and uncertainty” in international business practice. Findings The understanding of risk in business within the non-European context needs new ways of conceptualising risk. The updated version of Eurocentric theories, languages and methods of international business and associated risk narrative can never be a starting point. The duality of philosophy in which “economic growth” and “backwardness” measures progress and reduces human experience and objectives of business to seek and expand profit. The starting point of any theoretical analysis on risk in doing business in non-European societies must acknowledge the specificities of their context in terms of local ideas, knowledge, history, language and methods of business practice which is different from Europe. Originality/value This paper outlines the Eurocentric conceptualisation of “risk” which reinforces rent-seeking language, culture and practices of doing business that are alien to non-European societies. It engages with the Eurocentric methods and strategies that sustain hegemony in international business by promoting “risk” and perpetuating “uncertainty” within the non-European business culture. Such territoriality within basic conceptualisation of in international business is central to manufactured “risks” that reinforces crisis; while state deals successfully or fails to deal with it; the global corporations extract resources and expand their capital and market base in non-European societies while doing business. This paper is divided into two parts: the first part presents the philosophical basis of risks and its historical foundations; the second part deals with the neo-colonial business methods, languages, cultures and strategies which are Eurocentric by nature. This paper argues that manufacturing risk is the Eurocentric business strategy. This paper argues for a new language, a new method and a new strategy of doing business by decolonising the discipline of international business.

Small and medium enterprises’ internationalisation and business strategy: some evidence from firms located in an emerging market

2014 ◽  
Vol 8 (2) ◽  
pp. 168-186 ◽  
Author(s):  
Syed Zamberi Ahmad
Keyword(s):  
International Business ◽  
Business Strategy ◽  
Qualitative Data ◽  
Small And Medium Enterprises ◽  
Emerging Market ◽  
Peninsular Malaysia ◽  
International Expansion ◽  
Content Type ◽  
The Government ◽  
Medium Enterprises

Purpose – The purpose of this paper is to investigate the international business strategy, key driving factors and the major barriers that may hinder the internationalisation progress of Malaysian small and medium-sized enterprises (SMEs). Design/methodology/approach – Based on the aims of the study, the paper encompasses both quantitative and qualitative data. For quantitative data, structured questionnaires were used, and a total of 216 SMEs that engaged in international business participated using purposeful sampling, covering all the states in Peninsular Malaysia. For the collection of qualitative data, the study involved in-depth interviews with 25 owners/managers of SMEs. Findings – The findings indicate that the motives of SMEs for international expansion are varied, and that SMEs still face many institutional challenges, which have prevented them from making a greater contribution. Research limitations/implications – Due to lack of resources, firms from West Malaysia were included. West Malaysian firms may well possess characteristics concerning the challenges and issues to internationalisation that are unique to their region. Originality/value – The paper addresses a knowledge gap in respect of the internationalisation process of SMEs in the context of Southeast Asia. The findings of this paper will have relevance for policymaking and supportive measures at the government level to create an environment that will stimulate the competitiveness of SMEs in their attempts for internationalisation.

scholarly journals The Impact of Culture on Business Negotiation Styles: A Comparative Study between Bangladesh and China

2018 ◽  
Vol 13 (8) ◽  
pp. 121
Author(s):  
Shen Gangyi ◽  
Md Rakibul Hoque ◽  
Peng Zhangwen
Keyword(s):  
International Business ◽  
Study Data ◽  
Cultural Dimension ◽  
Business Negotiation ◽  
Republic Of China ◽  
Business Executives ◽  
Chinese Business ◽  
Trade Partner ◽  
The Impact

The People’s Republic of Bangladesh is an emerging and booming trade partner with different countries especially with the People’s Republic of China. China achieved a double-digit GDP which is a remarkable economic record or milestone. A long-term win-win business relationship between Bangladesh and China is being sustained and through this relationship a significant number of business dealings have been made each and every year. One of the greatest challenges that Bangladeshi and Chinese business executives are facing in international business is effective communication with their counterparts during the negotiations. This study aims at investigating the impact of culture in negotiation styles – accommodation, collaboration, competition, compromise and withdrawal. Business executives were the targeted population for this study. About 50 business executives from Bangladesh and 40 Chinese business executives working in Bangladesh were selected for the study. Data has been analyzed by SPSS software. The finding shows that both groups have international business experiences and have completed successful negotiations before. Accommodation, competition, and withdrawal negotiation styles are affected by culture and other two styles – compromise and collaboration – are not affected by culture. Hofstede’s cultural dimension index also supports these hypotheses. The findings of this study will help both Chinese and Bangladeshi business executives to achieve successful negotiations.

scholarly journals Similarities and differences in business culture in the people’s Republic of China and the Republic of Serbia

2014 ◽  
pp. 863-873
Author(s):  
Katarina Zakic ◽  
Sun Xinquan
Keyword(s):  
Cultural Dimensions ◽  
Business Culture ◽  
Difficult Situation ◽  
Mutual Cooperation ◽  
Republic Of China ◽  
Doing Business ◽  
The People ◽  
World Economic ◽  
Similarities And Differences ◽  
The Republic

World economic crisis has affected the whole world including Serbia. Among various strategies used for improving this difficult situation, Serbian Government primarily focuses on attracting foreign investments. One of the possible future investors could be, among other countries, the People?s Republic of China. At present, Serbian Government is trying to help Chinese investors in Serbia, but there is still a need for better understanding of how Chinese businessmen work, negotiate and make deals. The main goal of this paper is to present similarities and differences in business culture in China and Serbia in order to define possibilities for mutual cooperation. The methodology of this paper is based on cultural dimensions research made by Hofstede. His national dimensions of culture can be used for explanation of specific types of business culture in China and Serbia. The data from this research will show similari?ties and differences in business culture in these two countries, and also some suggestions are made with regard to improving mutual understanding and doing business.

Australian Businesses in China

2010 ◽  
Vol 1 (1) ◽  
pp. 42-53
Author(s):  
Mona Chung ◽  
Jane Menzies
Keyword(s):  
Empirical Study ◽  
Cultural Differences ◽  
Human Resource ◽  
Relationship Building ◽  
Business Culture ◽  
Chinese Market ◽  
Chinese Business ◽  
Doing Business ◽  
Business In China ◽  
Main Barrier

This paper indentifies a main barrier when doing business with China, the cultural gap, and provides the strategies that companies can use when entering the Chinese market. This empirical study examined 40 Australian organisations in their activities when entering the Chinese market. Alarmingly after 30 years of attempting to do business in China, companies are still not addressing the issue of cultural differences. Companies are also caught by surprises due to lack of preparation how large the cultural gap is between Australian and Chinese business culture. The findings of the study have important implications for businesses considering entry to China, and for Australian businesses already doing business in China. The strategies investigated include human resource strategies, dealing with Chinese staff, relationship building, getting outside support (employing consultants), learning about the culture, and adapting to the culture.

Impact of organizational dynamic capability on international expansion and the moderating role of environmental dynamism

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sheshadri Chatterjee ◽  
Ranjan Chaudhuri ◽  
Demetris Vrontis ◽  
Alkis Thrassou
Keyword(s):  
Theoretical Model ◽  
International Business ◽  
Business Strategy ◽  
Dynamic Capability ◽  
International Expansion ◽  
Environmental Dynamism ◽  
Content Type ◽  
Moderating Role ◽  
International Business Strategy

Purpose The purpose of this study is to examine the impact of dynamic capability (DC) of organizations on international expansion and further investigate the moderating role of environmental dynamism in the same context. Design/methodology/approach Based on the dynamic capability view (DCV) theory and related literature on international business strategy, a theoretical model is developed. This model is subsequently validated with the structural equation modelling technique through a survey of 324 respondents from Indian organizations. The study also examines the moderating impacts using the multigroup analysis method. Findings The study finds that organizations’ sensing, seizing and transformational capabilities impact positively and significantly on international marketing capability, as well as on technological innovation capability, which positively and significantly impacts organizations’ international expansion ability. The study also finds that there is a significant moderating impact of environmental dynamism on organizations’ international expansion. Research limitations/implications This study has provided a unique theoretical model which can explain the factors impacting organizations’ ability toward international expansion. The study also provides vital insights and directions to practitioners, researchers and academicians on the international business strategy for the expansion of organizations. The theoretical model, however, cannot be generalized, as data was taken only from Indian firms. Originality/value The study adds to the body of knowledge of international business strategy, international marketing strategy and technological innovation, adding to the scant research on the relationship between organizations’ DC and the international expansion strategy through a unique and tested model with an explanative power of 73%.

Australian Businesses in China

2012 ◽  
pp. 13-24
Author(s):  
Mona Chung ◽  
Jane Menzies
Keyword(s):  
Empirical Study ◽  
Cultural Differences ◽  
Human Resource ◽  
Relationship Building ◽  
Business Culture ◽  
Chinese Market ◽  
Chinese Business ◽  
Doing Business ◽  
Business In China ◽  
Main Barrier

This paper indentifies a main barrier when doing business with China, the cultural gap, and provides the strategies that companies can use when entering the Chinese market. This empirical study examined 40 Australian organisations in their activities when entering the Chinese market. Alarmingly after 30 years of attempting to do business in China, companies are still not addressing the issue of cultural differences. Companies are also caught by surprises due to lack of preparation how large the cultural gap is between Australian and Chinese business culture. The findings of the study have important implications for businesses considering entry to China, and for Australian businesses already doing business in China. The strategies investigated include human resource strategies, dealing with Chinese staff, relationship building, getting outside support (employing consultants), learning about the culture, and adapting to the culture.

scholarly journals Understanding Business Behavior of the Chinese Indonesian: a Study Using Hofstede’s Cultural Framework

2017 ◽  
Vol 8 (1) ◽  
Author(s):  
Suharnomo Suharnomo
Keyword(s):  
Ethnic Group ◽  
Cultural Dimensions ◽  
Future Research ◽  
Cultural Dimension ◽  
Chinese People ◽  
Doing Business ◽  
Cultural Framework ◽  
High Power Distance ◽  
Work Value ◽  
Business Behavior

The success of the Chinese Indonesian in doing business in Indonesia is an interesting sub-ject yet it is seldom discussed within the cultural dimensions perspective. This study aimed to explore how the work value within Chinese Indonesian cultural dimension. The dimensions of the Chinese Indonesian culture might become important information to be understood in order to do and deal business with this ethnic group. This study applied Value Survey Module 1982 of Hofstede. The research was conducted in Semarang, with total respondents of 152 who work as employers and workers. The findings of this study proved that Chinese people still hold values and ideas of their ancestral culture that affect their work value as shown by the scores of the cultural dimensions of Hofstede’s. Overall, the findings of this study indicated that the Chi-nese Indonesian is characterized by having high power distance, strong uncertainty avoidance, collectivism, and masculine. Since the present research only studied Chinese Indonesian, future research is suggested to expand and add more comparisons other ethnic groups and observe whether each ethnic group also have distinctive characteristics

Cross-cultural comparison of cultural mythologies and leadership patterns

2014 ◽  
Vol 3 (1) ◽  
pp. 79-101 ◽  
Author(s):  
Diana J. Wong-MingJi ◽  
Eric H. Kessler ◽  
Shaista E. Khilji ◽  
Shanthi Gopalakrishnan
Keyword(s):  
Comparative Analysis ◽  
Leadership Styles ◽  
International Business ◽  
Meaning Making ◽  
Global Leadership ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Content Type ◽  
The Usa ◽  
Cultural Mythologies

Purpose – The purpose of this paper is to explore leadership styles and patterns in India, Indonesia, Pakistan, and the USA in order to contribute to a greater understanding of global leadership. Design/methodology/approach – The paper uses cultural mythologies as a lens (Kessler and Wong-MingJi, 2009a) to extract the most favored leadership traits within selected countries. In doing so, the paper explores historical trajectories and core values of each country to identify their distinctive characteristics. Additionally, leadership styles of well-known business leaders in each culture are examined to develop a comparative discussion of global leadership patterns and styles. Findings – The paper finds that leaders may share same characteristics across countries, however, their behavioral expressions tend to unfold differently within each context. The paper argues that without context, meanings embedded in cultural mythologies and behaviors often become lost. The paper concludes that a comparative analysis of selected countries reveals a more complex and rich array of cultural meanings, thus offering support to a contextual view of leadership. Research limitations/implications – Examination of cultural mythologies on leadership makes important theoretical contributions by illustrating that cultural mythologies indeed shape the values, behaviors, and attitudes of global leaders, and provide three important functions that are identified as: cultural bridging, meaning making, and contextual nuancing. Practical implications – Understanding comparative leadership patterns is critical in international business. The paper offers cultural mythologies as a tool for leaders who seek to cross-cultural boundaries in developing long term and high-quality productive international business relationships. Originality/value – The value of the study lies in developing a comparative analysis of leadership patterns in three Southeast Asian countries and the USA with the help of cultural mythologies. The paper urges that scholars to move beyond quantification of cultural dimensions to a more contextualized understanding of leadership.

Sign in / Sign up

Export Citation Format

Share Document