Cross-Cultural Leadership of Asian Leaders in the New Globalism

Program
Agenda
1 ... Cross-cultural Impacts of the New Globalism
2 Challenges & Potential for Asian Leaders
3 Developing the Global Competence of Asian Leader
4 About the Project and applied Research Method
http://sinau.me/hcli
Jakarta, Indonesia, July 20th 2011
by Prof. Dr. Hora Tjitra, Zhejiang University
Cross-‐Cultural
Leadership

of
Asian
Leaders

in
the
New
Globalism

Abstract
• Led by China,Asia attracts the highest foreign-direct Investment in the world.In addition,
recent development shows an increasing international trade and cross-borders investment
through the increase of bilateral and multilateral free-trade agreements among the Asian
countries (e.g.CAFTA).
• Globalization and increasing cross-border engagements has resulted in organizations
having to manage culturally diverse groups,both within the organizations (owners,
employees,investors) and outside of them (suppliers,competitors,and customers).
• As pointed out by cross-cultural studies in organizations,cultural
differences are not disappearing nor diminishing in global
organization practices.
• On the contrary,they seem to be getting more complex,and are
posing challenges for organizations to achieve their goals.

Agenda
1 ... Cross-Cultural Impacts of the New Globalism 4
2 Challenges and Potential of Doing Business in Asia for Asian Leaders 11
3
Developing the Global Competence of Asian Leader
in Response to the New Globalism
15

...
Cross-‐Cultural
Impacts

of
the
New
Globalism

The world is ﬂat ...
Opportunities
Competition / Threats
Information & Technology
Innovation & Collaboration

Limitation of • Language
• Knowledge
• Physical
Chinese:
adapt to the other counter part more
Development of
• Economy
• Knowledge
• Language
Chinese:
start to take the leading role more
10 years in China · 10 years in China · 10 years in China · 10 years in China · 10 years in China
New
Way
of
East-‐West
Collaboration

Not
Only
that
Intra-‐Regional-‐Trade
within
Asian
Countries
...
Southeast Asia has grown rapidly in recent decades.
Intricate regional production networks and supply
chains have been established in industries such as
that of the EU (about 75 percent). Across different
subregions within Asia, East Asia is the most inte-
grated subregion, although labor and monetary/finan-
Asia has experienced an increase in share of intra-regional trade
Figure
2
Source: World Bank World Development Indicators, 2011.
Note: Figures refer to total trade (exports plus imports). The intra-regional trade share of region i is defined as IT sharei = (Xii+Mii)/(Xi+Mi), where Xii = exports of region i to region i; Mii =
imports of region i from region i; Xi=total exports of region i; and Mi = total imports of region i
“integration relate to the costs of trading,
infrastructure, the competitiveness and
quality of institutions, and conflict

...
but
also
Intra-‐FDI-‐Flow
within
Asian
Countries
South–Southeconomiclinks71
.. Source and destination of outward and inward FDI ﬂows, selected Asian economies, –
Notes: See Figure ...
Sources: See Figure ...
Direction of flows:
! South to South South to North (and vice versa) South to offshore financial centers (and vice versa)! !
!
! !
!
!
!
!
!
!
$3 billion
$0.7 billion
$38 billion
$7 billion
$10 billion
$2 billion
$56 billion
(Asia-5 to developing Asia)
$71 billion
(developing Asia to Asia-7)
$12 billion
$2 billion
$69 billion
$44 billion
$0.2 billion
$1 billion
!
!
!
! !
Africa Latin America
Developing Asia
North excluding Japan
Japan
Offshore financial centers
Other South
Offshore financial centers
Closer

Pan-‐Asia
Regional

Collaboration

9
Domestic Export International Multinational
Global/
Transnational
Domestic
multiculturalism
making an
Impact
Ability
required to
negotiate and
do business
with foreign
distributors.
Must adapt
approach and
its products and
services to local
cultures. Global
cultural
diversity
strongly affects
external
relationships,
especially with
potential buyers
and foreign
workers.
Localized
Structure
reduces need
for cross-
Cultural
awareness.
Need to
manage
cultural
diversity inside
and outside
the firm. All
levels need
cross-cultural
management
skill for
maximum
flexibility.
HIGH
LOW
Strategic
Importance
of Culture

... higher need of
intercultural competence
for the Asian Leaders
Flat World East-West East-East

Challenges
and
Potential

of

Doing
Business
in
Asia

for
Asian
Leaders

Ethnocentrism
and
Culture
Relativism
(world-‐wide
famous)
Hardworking
Chinese

Ethnocentrism
“Everybody
is
hardworking.”
Indonesians Singaporeans
When
Chinese
come
to
work
in
Indonesia:
“Indonesians
are
not
hardworking.

They
are
so
relaxed!”
When
Indonesians
go
to
work
in
China:
“Chinese
are
really
hardworking!
(and
Indonesians
are
at
normal
level)”
When
Singaporeans
go
to
work
in
China:
“Chinese
are
really
hardworking!
(and
Singaporeans
are
at
normal
level)”
When
Singaporeans
come
to
work
in
Indonesia:
-‐
“Are
Indonesians
hardworking
or
relaxed?”

WEAK HALUS
KASAR STRONGOverdone
Overdone
Four
Values
Quadrant
-‐
The
double
sides
of
a
coin

Who
you
are
depends
on
Where
You
Are!
❖ Achievement Driven
❖ Professionalism
❖ Facilitative Leadership
Singaporean
Expatriates

in
Indonesia
Chinese
Expatriates

in
Indonesia
❖ Strong Drive
❖ Personal Advancement
❖ Systematic Improvement
❖ Country Brand
❖ Internationalism
❖ Master of Planning
Singaporean
Expatriates

in
China
❖ Exposure to Diversity
❖ Warm and Personable
❖ Integrator
Indonesian
Expatriates

in
China

Developing

the
Global
Competence

of
Asian
Leader

in
Response
to
the
New
Globalism

Andere Länder,
andere Sitten.
Allá donde fueres,
haz lo que vieres.
À Rome,
fais comme les Romains.
郷に入っては郷に従う.
入乡随俗
Lain ladang lain belalang,
lain lubuk lain ikannya.
Tolerance?
Differences Harmonization?
Heightened
Sensitivity?
Is Cross-Culture Adaptation a Universal Value?

17
“I hear and I forget,
I see and I remember,
I do and I understand.”
Learning
is
a
process
whereby
the
learners
study
their
own
acGons

and
experience
in
order
to
improve
performance.
While
classroom
learning
focuses
on
presenta;on
of
knowledge
and

skills,
ac;on
learning
focuses
on
research
into
acGon
taken
and

knowledge
emerges
as
a
result
that
should
lead
to
the

International
Assignment
as
integral
Part
of
Internationalization
Process
• Developing expatriate-profiles
and conducting selection
• Preparation of the expatriates and their
families (e.g. cultural awareness
training, etc.)
• Conceptualization of an escorting
system during the assignment (e.g.
coaching, mentoring, etc.)
• Return planing and
reintegration seminar
• Internal marketing to motivate employee for
international assignment
Marketing
Selection
PreparationSupporting
Reintegration
International

Assignment
10% - 50% of expatriates returning early from their assignment. Expatriates’ difficulties are costly for MNCs, ranging from $250,000 to $1 million.
(Eschbach et al., 2001)

Program background:
• An applied research and learning program, collaboration project between RheinAhr Campus of
FH Koblenz (Germany) with the School of Psychology, Zhejiang University (China).
• The program is funded by the BMBF as part of the German-Chinese Scientific Year Program.
• Ge8ng
to
know
the
culture-‐specific
condi=ons
of
studying
and
working
in
China
and

Germany.
• Defining
central
competencies
necessary
for
German
and
Chinese
employees
to
be

successful
in
the
foreign
job
market.
• Defining
central
competencies
necessary
for
German
and
Chinese
students
in
the

foreign
science
context.
• Developing
cultural
sensi=ve
assessment
procedures.
• Designing
intercultural
media
for
assessment
and
learning.
Main
objecGves
of
the
program:

OBJECTIVE
Improving
communica.on
and
coopera.on
between
Chinese
and
foreign
parts

&
Achieving
common
understanding
on
organiza.onal
vision
and
strategy
BACKGROUND
- Chinese-European joint venture with main business in high-tech industry, has more than 5000 employees
and an annualized yield of about 4 billion yuan.
- The surge capacity from business, intensive industry competition, and ineffective cooperation
and communication between Chinese and foreign staffs became the big challenges to the business
development.
EXPECTED RESULT
- Understanding organizational situation clearly from different perspectives
- Exploring challenges the organization faced and identifying critical ones
- Discovering influencing factors for different challenges
- Developing action plan for the future implementation

Cross-‐Cultural
Coaching
-‐
Fit
for
China
(18
hrs
coaching)

• Individualized Assessment and Coaching approach:
... a one-on-one development process formally contracted between a coach and a management-level client to help achieve goals
related to professional development and/or business performance (Valerio & Lee, 2005).
Biography &
Personality
In-Depth
Profiling
Interview
Interviews
w. Superiors
around 9 months
Short Lecture
Overview on China
Coaching discussion
Critical Incidents
Behavioral Coaching
Intercultural
Competence
• Facts
and
Figures
about

China
• Short
history
and
recent

development
of
China
• Business
and

management
prac=ces
in

China
&
APAC
• Recent
cross-‐cultural

studies
on
Chinese

consumer
behaviors
• 3
hours
classroom
• Coaching
discussion
on

case
studies
and
cri=cal

incidents
in
different

management
areas
in

China
and
APAC.
• Coaching
discussion
on

personal
experiences
in

China
and
APAC
in
the

first
month
• 4
*
90
min
either
f2f

or
phone
or
email
• Observa=on
on
the
real

culture
encounter

situa=ons,
e.g.
mee=ng

or
daily
interac=on
in
the

office
and/or
private
• Coaching
feedback
on

the
observed
situa=ons.
• 4
*
90
min
either
f2f

or
phone
or
email
Behavioral Coaching
Feedback &
Development Plan
• Coaching
feedback
on

the
assessment
• Coaching
on
the
crea=ng

development
plan
• 90
min
in-‐depth

interview
2*45
min
interviews

with
superiors
90
min
feedback
90
min
development

plan

Global
MBA
/
EMBA
Program

Brief
Introduction
of
Research
“Building
Global
Competence
for
Asian
Leaders”
Background & Objective
• 90-minute in-depth interview with 110 expatriates from Singapore,China and
Indonesia and their local coworkers
• All interview data were recorded and fully transcribed in the original language
(English or Chinese or Indonesian)
• Interview data were analyzed using the grounded theory approach
Method
• Elaborating the challenges and problem solving strategies of Chinese,Singaporean and
Indonesian business leaders in international cooperations.
• Identifying key learning experiences to develop and sustain intercultural sensitivity for
Chinese,Singaporean and Indonesian business leaders.
• Creating learning materials for leadership development programs,e.g.case studies,critical
incidents,culture assimilator,etc.
• Instigating recommendations of organizational system to support culturally effective leaders.

Qualitative
Data
Collection
in
Indonesia
and
China:
110
In-‐Depth
Interviews
A series of 90-min In-Depth Interviews will be conducted in
China and Indonesia from Nov.2010 until May 2011 with
Chinese,Indonesian and Singaporean business leaders and
managers.
In-‐Depth
Interviews
in
China
In-‐Depth
Interviews
in
China
16
Indonesian
Expatriates
16
Singaporean
Expatriates
11
Chinese
Co-‐workers
14
Chinese
Co-‐workers
In-‐Depth
Interviews
in
Indonesia
In-‐Depth
Interviews
in
Indonesia
15
Chinese
Expatriates
8
Singaporean
Expatriates
15
Indonesian
Co-‐workers
15
Indonesian
Co-‐workers
In China,the respondents are Indonesian and Singaporean
expatriates who have been working and living in China for at least
one year or more and having leadership experiences; as well as
their local Chinese co-workers and counter-parts.
Respectively in Indonesia,the respondents are the Chinese and
Singaporean expatriates who are working and living in Indonesia
as well as their local Indonesian co-workers and counter-parts.

Organization Type Number
Large Western MNC 16
Large Asian Enterprise 8
SOE Asian 11
SME Asian 23
Others (e.g.SME Western,etc.) 10
Interviewee
ProRile
-‐
Organization

Interviewee
ProRile
-‐
Job
Position
Type
Job TitleJob TitleJob TitleJob Title
TotalType Business Owner /
Entrepreneur
Top / Senior Manager
(incl.President,GM,
VP,Director,etc.)
Manager Others
Total
CN expatriates in ID 0 8 6 1 15
ID co-worker with
CN expatriates 0 1 9 5 15
SG expatriates in ID 1 3 2 2 8
ID co-worker with
SG expatriates 1 7 5 2 15
SG expatriates in CN 1 10 8 0 19
CN co-worker with
SG expatriates 0 2 8 1 11
ID expatriates in CN 5 5 6 0 16
CN co-worker with
ID expatriates 0 1 7 3 11
Total 8 37 51 14 110

Data
Analysis:
Grounded
Theory
-‐
Framework
of
Study
Interview 1
Interview 2
Preparation: minimizing pre-conception
Theoretical Sampling
In-Depth Interview
Analysis: comparison & sensitizing concepts
Memoing: theorization & integration
Theoretical Outline
Sorting: conceptual sorting of memos
Report & Writing
Research Objectives and Questions
Agreement Disagreement
Exception Explanation
Better Understanding

Grounded
Theory
Analysis
supported
with
Atlas.ti
QDA
software

Professional
Background
Dr.
Tjitra
has
performed
interna4onal
management
consultancy,
training,

assessment,
coaching
and
research
in
Asia
and
Europe.
His
working
areas
are

focused
on
intercultural
management
as
well
as
human
resource,
organiza4onal
and

strategic
development.
Prior
coming
to
China,
he
used
to
live
and
work
in
Germany
for
fourteen
years
and

was
responsible
for
the
global
diversity
as
well
as
Asian
business
and
management

development
prac4ces
of
leading
HR
consul4ng
companies
in
Germany.

In
addi4on
to
his
consul4ng
works,
he
held
a
posi4on
as
associate
professor
for

applied
psychology
at
the
Zhejiang
University
(China).

Educa.on
and
Professional
Qualifica.on
Dr.-‐Phil.
in
cross-‐cultural
psychology
and
strategic
management
from
the
University

of
Regensburg
(Germany)
Dipl.-‐psych.
in
organiza4onal
behavior
and
HR
management
from
the
Technical

University
of
Braunschweig
(Germany)
Cer4fica4on
in
Hogan
Assessment
System
(China/US),
Strategic
Management
from

McKinsey&Co
(Italy/Germany)
and
HR
Management
from
INSEAD
(Singapore/
France)

Language
and
other
qualifica.on
He
is
fluent
in
Indonesian,
German,
English,
and
can
communicate
in
Chinese
and
is

a
member
of
the
Interna4onal
Academy
for
Intercultural
Research
and
Interna4onal

Associa4on
for
Cross-‐Cultural
Psychology.
References
/
Sample
Clients
Interna4onal
project
experiences
for
top
and
middle
management
at
the
global
and

na4onal
level
in
over
ten
countries
in
Europe
and
Asia.

SAP,
Saint-‐Gobain,
Barco,
Ameco
Beijing,
SCHOTT,
Siemens,
BASF,
DHL,
Telkom

Indonesia,
etc.
• Intercultural Qualification,Training
and Consulting
• Executive Assessment and Coaching
• Talent Development and Management
• Strategic Change and Organizational
Development
Prof.
Dr.
Hora
Tjitra

Research Partners:
Funding Partner:
Zhejiang University
China
www.zju.edu.cn
Zhejiang University of Technology
China
www.zjut.edu.cn
Atma Jaya Catholic University
Indonesia
www.atmajaya.ac.id
Human Capital Leadership Institute
Singapore
www.smu.edu.sg
Hora Tjitra Hana Panggabean Juliana Murniati Quan HE Daisy ZHENG
Chaohui ZHANG
Teng SHENTUJia ZHOU
Xiaojuan WANG
Dan ZHAO
Xixie ZHANGSebastian Partogi Yuanbo LIU Tayyibah Mushtaq Anggita Hotna Panjaitan
Yang WANG
Thank
You!
Contact us via …
E-Mail: htjitra@zju.edu.cn
Follow: twitter@htjitra
Website: http://sinau.me/hcli

Cross-Cultural Leadership of Asian Leaders in the New Globalism

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (20)

Similaire à Cross-Cultural Leadership of Asian Leaders in the New Globalism

Similaire à Cross-Cultural Leadership of Asian Leaders in the New Globalism (20)

Plus de Hora Tjitra

Plus de Hora Tjitra (20)

Dernier

Dernier (20)

Cross-Cultural Leadership of Asian Leaders in the New Globalism