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.

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.

A Case Study on Cross-Cultural Differences

2016 ◽  
pp. 1103-1142
Author(s):  
Semra Boga ◽  
I. Efe Efeoğlu
Keyword(s):  
Cultural Differences ◽  
Future Orientation ◽  
Turkish Population ◽  
Relationship Building ◽  
Business Culture ◽  
Business Partners ◽  
Cross Cultural Differences ◽  
Language Communication ◽  
Critical Location

Following the globalization trend in the world, Turkey and Belgium have become good business partners in the international arena. Belgium, with its geographically and politically critical location and high Turkish population has been a very attractive European country for Turkish investors. However, there are still Turkish companies leaving Belgium possibly due to adaptation problems to business culture in Belgium. In this chapter, cultural differences between Belgium and Turkey are investigated using qualitative research method with a single company case study. The results of the study indicate that differences between Turkish and Belgian cultures are mainly due to language, communication and relationship building styles, different level of individualism, and future orientation.

A Case Study on Cross-Cultural Differences

2015 ◽  
pp. 492-531
Author(s):  
Semra Boga ◽  
I. Efe Efeoğlu
Keyword(s):  
Cultural Differences ◽  
Future Orientation ◽  
Turkish Population ◽  
Relationship Building ◽  
Business Culture ◽  
Business Partners ◽  
Cross Cultural Differences ◽  
Language Communication ◽  
Critical Location

Following the globalization trend in the world, Turkey and Belgium have become good business partners in the international arena. Belgium, with its geographically and politically critical location and high Turkish population has been a very attractive European country for Turkish investors. However, there are still Turkish companies leaving Belgium possibly due to adaptation problems to business culture in Belgium. In this chapter, cultural differences between Belgium and Turkey are investigated using qualitative research method with a single company case study. The results of the study indicate that differences between Turkish and Belgian cultures are mainly due to language, communication and relationship building styles, different level of individualism, and future orientation.

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.

scholarly journals The Evolution Of Strategies: Multinational Subsidiaries Operating In China

2013 ◽  
Vol 29 (5) ◽  
pp. 1261
Author(s):  
Ronald J. Salazar ◽  
Jifu Wang
Keyword(s):  
Labor Cost ◽  
Large Firms ◽  
Chinese Market ◽  
Strategic Posture ◽  
Doing Business ◽  
Business In China ◽  
Investment Motivation

This is a study of the evolution of strategies of large multinational (MNC) firms doing business in China. Using the TOWS approach (Weirich, 1982) we classified the strategic posture of MNC subsidiaries in China into four discrete frames based on a survey of large firms. The results of our study applying the TOWS approach have allowed us to expose the trend of strategic evolution. We find that the primary investment motivation of MNS in China has changed from low labor cost to exploiting Chinese market. We report the motivations, actions, and aspirations of the managers of largest multinational subsidiaries operating there.

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