Building Cross Cultural Competence for International Business
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Executive summary of a series of books from best selling authors Fons Trompenaas. How to manage business internationally.
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Building Cross Cultural Competence for International Business
- 1. Building Cross-Cultural Competence Hampden-Turner, C. & Trompenaars, F. (2000). Building Cross-Cultural Competence. Yale Professionalism in International Business Prof. Dr. Hora Tjitra, Tang Wenjie & Zuo Haisu, Zhejiang University Hangzhou, February 2011
- 2. Books We Have Read Business Across Cultures By Fons Trompenaars and Peter Woolliams Building Cross-cultural Competence By Charles Hampden-‐Turner, Fons Trompenaars Riding The Waves of Culture By Charles Hampden-‐Turner, Fons Trompenaars Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 2
- 3. Prof. Dr. Hora Tjitra - Excellence in Culture, Talent and Change 14 years in Germany 7 years in China Born and grew up in Indonesia Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 3
- 4. Prof. Dr. Hora Tjitra - Excellence in Culture, Talent and Change 14 years in Germany Professional activities: • Academic Teaching and Research, as well as Consulting, Coaching, Training and Assessment in the area of: 7 years in China - Cross-Cultural Awareness and Communication - Cross-Cultural Issues in HR Management - Corporate Learning and Development - Executive Coaching and Assessment - Global Leadership Development Program - Facilitation of Strategic Conference Born and grew up Large Strategic Change Projects in Indonesia - International and National project references: • BASF, Siemens, Dupont, Commerzbank, Hugo Boss, SAP, Barco, GTZ, Telkom Indonesia, etc. Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 3
- 5. What to Talk Today 3 Rs Recognize Respect Reconcile 3-‐7-‐4 7 Dimensions 4 Corporate Cultures universalism vs par3cularism Incubator individualism vs communitarianism Guided Missile neutral vs affec3ve Family specific vs diffuse Eiffel Tower achievement vs ascrip3on sequen3al vs synchronic internal vs external control Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 4
- 6. Recognize, Respect, Reconcile ( ) Wealth for effec3ve Reconcile business is created by reconciling culture Different culture orienta3ons Respect and views of the world are not right or wrong – they are just different. Out layer is what Middle layer refers Inner layer, Recognize people primarily to norm and value the level of associate with that an organiza3on unques3oned, culture holds implicit culture. Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 5
- 7. Case Background • MCC is a very successful company in the US. • OperaEng in more than 20 countries. • Top management is going to apply a number of policy principles over the world. Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 6
- 8. Case Background • MCC is a very successful company in the US. • OperaEng in more than 20 countries. • Top management is going to apply a number of policy principles over the world. I’ve never heard such a crazy idea. Dutch manager Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 6
- 9. Case Background • MCC is a very successful company in the US. • OperaEng in more than 20 countries. • Top management is going to apply a number of policy principles over the world. I’ve never heard such a crazy idea. Dutch manager Before the Dutch manager tried to explain why the idea is crazy, the Italian manager walked out the room… Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 6
- 10. What is universalism-particularism? Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 7
- 11. What is individualism-communitarianism? The extent to which the individual is self-made and the extent to which the wider social system is responsible for personal success Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 8
- 12. What is neutral-affective? Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 9
- 13. What is specificity-diffuseness? Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 10
- 14. What is specificity-diffuseness? Lewin’s circles Public space Private space Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 10
- 15. What is achievement-ascription? Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 11
- 16. What is sequential-synchronic? Phenomena 1 Phenomena 3 Time Phenomena 2 Phenomena 1 Time Phenomena 2 Phenomena 3 Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 12
- 17. What is internal-external control Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 13
- 18. What is internal-external control Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 13
- 19. How is particularism-universalism measured? (1) You are a passenger in a car driven by a close friend. He hits a pedestrian. You know he was going at least 35 miles per hour in an area of the city where the maximum speed allowed is 20 miles per hour. There are no witnesses. His lawyer says that if you are prepared to tesEfy under oath ( ) that he was only driving at 20 miles per hour it may save him from serious consequences. Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 14
- 20. How is particularism-universalism measured? (2) Percentage of respondents opEng for a universalist system rather than a parEcular social group (answer c or b+e) Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 15
- 21. How is particularism-universalism measured? (2) Percentage of respondents opEng for a universalist system rather than a parEcular social group (answer c or b+e) continuum Linear profile Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 15
- 22. How is particularism-universalism measured? (3) Non-linear profile Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 16
- 23. How is particularism-universalism measured? (3) b a d Non-linear profile Universalism e c Particularism Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 16
- 24. How is particularism-universalism measured? (3) b a d Non-linear profile Universalism e c Particularism Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 16
- 25. Defining Corporate Cultures “basic assumpEons” developed publicly and collecEvely as the group or organizaEon accepted “meaning” learns to cope with its environment doing things around here Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 17
- 26. Corporate Cultures - How It Works in Organisation • The general relaEonships between employees in the organizaEon. • The verEcal or hierarchical relaEonships between employees and their superiors or subordinates. • The relaEonships of employees in the organizaEon as a whole. Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 18
- 27. 4 Corporate Cultures Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 19
- 28. 4 Corporate Cultures Egalitarian People oriented Task oriented Hierarchical Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 19
- 29. 4 Corporate Cultures Incubator Egalitarian Guided Missile •person oriented •task orientaEon •power of the individual •power of knowledge •self-‐realizaEon •commitment to tasks •commitment to oneself •management by objecEves •professional recogniEon •pay for performance People oriented Task oriented Family Eiffel Tower •power-‐orientaEon •role-‐orientaEon •personal relaEonships •power of posiEon •entrepreneurial •job descripEon •affinity •rules and procedures •power of person •order and predictability Hierarchical Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 19
- 30. Transformation Incubator Egalitarian Guided Missile People oriented Task oriented Family Hierarchical Eiffel Tower Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 20
- 31. Transformation Incubator Egalitarian Guided Missile People oriented Task oriented Family Hierarchical Eiffel Tower Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 20
- 32. Transformation Incubator Egalitarian Guided Missile People oriented Task oriented Family Hierarchical Eiffel Tower Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 20
- 33. Transformation Incubator Egalitarian Guided Missile People oriented Task oriented Family Hierarchical Eiffel Tower Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 20
- 34. Transformation Incubator Egalitarian Guided Missile People oriented Task oriented Family Hierarchical Eiffel Tower Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 20
- 35. Transformation Incubator Egalitarian Guided Missile 1 2 4 People oriented Task oriented 7 8 5 3 6 Family Hierarchical Eiffel Tower Hampden-‐Turner & Trompenaars: Building Cross-‐Cultural Competence 20
- 36. Thank You Contact us via … Mail: hora_t@mac.com Follow: twitter@htjitra Website: http://horatjitra.com Zhejiang University, Hangzhou (China)