任維廉任維廉

管 理 學管 理 學第四章 國際管理：全球環境 第四章 國際管理：全球環境

Managing in a Global EnvironmentManaging in a Global Environment

Culture is the collective programming of the mind Culture is the collective programming of the mind which distinguishes the members of one human which distinguishes the members of one human group from another.group from another. — Geert Hofstede— Geert Hofstede

1.妳今天早上怎麼起床的？ 2. “culture shock”

3. national culture vs. organization culture, 何者影響員工行為更大？

4.企業界最有用的語言是英文，第二呢？5. Global thinking, local action. 開車一定是向右

行駛？西方人如何分辨來自東方的觀光客？龍的傳人？洗門風 ？

2

綱 要綱 要1. What’s your global perspective?

全球視野 vs. 偏狹地域觀念2. Understanding the global environment:

變遷的全球環境 3. Doing business globally: 國際化之三階段4. Managing in a global environment,

外國環境之管理

3

11.. 全球視野全球視野 Parochialism

Is viewing the world solely through its own eyes and perspectives.

Is not recognizing that others have different ways of living and working.

討論：聯合國考題：你對於世界糧食短缺問題的看法。從美

國 ( 台北 ) 看天下。世界是平的，只要有網路和雄心。全世界的夜景， Facebook map ，宗教禁忌，日本習

俗，不雅的手勢。

4

5

Paul is an intern on Facebook’s data infrastructure engineering team. http://www.facebook.com/note.php?note_id=469716398919.ksh/sg

討論： Usama bin Laden, Jr., Leonardo da Vinci,

Barack Hussein Obama II 7

8

9

10

11

Adopting a Global PerspectiveAdopting a Global PerspectiveEthnocentric Attitude, 種族優越中心

The parochialistic belief that the best work approaches and practices are those of the home country.

Polycentric Attitude, 多中心The view that the managers in the host country know the

best work approaches and practices for running their business.

Geocentric Attitude, 地球為中心A world-oriented view that focuses on using the best

approaches and people from around the globe.

12

22. . 變遷的全球環境：變遷的全球環境：區域貿易聯盟 區域貿易聯盟 Regional Trading AgreementsRegional Trading Agreements

1. 歐盟 , The European Union (EU), A unified economic and trade entity, Economic and monetary union (Euro)

2. 北美自由貿易協定 , North American Free Trade Agreement (NAFTA), Eliminated barriers to free trade (tariffs, import licensing requirements, and customs user fees), United States, Canada, and Mexico

3. 東協 , Association of Southeast Asian Nations (ASEAN), Trading alliance of 10 Southeast Asian nations, 加 1,3,6

蘇東坡？ African Union, Southern Cone Common Market (Mercosur),

13

European Union CountriesEuropean Union Countries

14

Mercousur MembersMercousur Members

15

ASEAN MembersASEAN Members

16

The World Trade Organization The World Trade Organization ((WTOWTO))Evolved from the General Agreement on Tariffs and

Trade (GATT) in 1995.

Functions as the only global organization dealing with the rules of trade among nations.

Has 153 member nations and 30 observer governments.

討論： FTA, APEC 亞太經合會

Economic Cooperation Framework Agreement, ECFA

17

G7, G8 (Group of Eight), G-20G7, G8 (Group of Eight), G-20八大工業國組織 英國 , 法國 , 德國 , 美國 , 日本 , 義大利 , 加拿大 ,

俄羅斯 G-20 擁有全球 65% 的人口， 85% 經濟活動 阿根廷 , 澳大利亞 , 巴西 , 中國，歐盟 , 印度 , 印尼 , 韓國 , 墨西哥 , 沙烏地阿拉伯 , 南非 , 土耳其

*BRICs

*PIGS

18

33. . 國際化之三階段國際化之三階段How Organizations Go Global1.外包2.進出口，授權，特許加盟3.策略聯盟，合資，外國子公司

19

Multinational Corporation (Multinational Corporation (MNCMNC): ): Maintains operations in multiple countries.Maintains operations in multiple countries.

1. Multidomestic Corporation: Is an MNC that decentralizes management and other decisions to the local country.

2. Global Company: Is an MNC that centralizes its management and other decisions in the home country.

3. Transnational Corporation (Borderless Organization): Is an MNC that has eliminated structural divisions that impose artificial geographic barriers and is organized along business lines that reflect a geocentric attitude.

20

台灣傳統產業之發展軌跡台灣傳統產業之發展軌跡從小開始，為外國客戶代工（成為 OEM ），跨國分工，投入研發設計，掌握核心客戶（成為 ODM ），提升台灣為營運總部，自建品牌通路。討論： Smile curve, 台灣十大國際品牌？捷安特傳奇 ( 天

下 )21

世界級品牌世界級品牌 Apple Google Coke, Microsoft, IBM, GE, Intel, Disney, McDonald, Nokia, Toyota, Sam Sung, Louis Vuitton, China Mobile, 台灣？

22

Source: http://images.businessweek.com/ss/09/09/0917_global_brands/index.htm?technology+slideshows

十大台灣國際品牌十大台灣國際品牌

1. 趨勢科技

2. 華碩電腦

3. 宏碁公司

4. 康師傅

5. 正新橡膠

6. 巨大機械

7. 明基電通

8. 合勤科技

9. 聯強國際

10. 威盛電子23

4. 4. 外國環境之管理外國環境之管理1. 政法、經濟環境2. 文化環境 個人、集體主義 權力差距 不確定之規避 成就或教養（重量或質，陽剛、陰柔） 長、短期導向

補充資料：南斯拉夫鈔票，女人女人

24

25

26

27

28

Managing in A Global EnvironmentManaging in A Global Environment

The Legal Environment

Stability or instability of legal and political systemsLegal procedures are established and followedFair and honest elections held on a regular basis

Differences in the laws of various nationsEffects on business activitiesEffects on delivery of products and services

29

The Economic EnvironmentThe Economic EnvironmentEconomic Systems

Market economyAn economy in which resources are primarily owned and

controlled by the private sector.Command economy

An economy in which all economic decisions are planned by a central government.

Monetary and Financial FactorsCurrency exchange rates, Inflation rates, Diverse tax

policies

30

The Cultural EnvironmentThe Cultural EnvironmentNational Culture

Is the values and attitudes shared by individuals from a specific country that shape their behavior and their beliefs about what is important.

May have more influence on an organization than the organization culture.

31

Exhibit 4Exhibit 4––66 What Are Americans LikeWhat Are Americans Like

Americans are very informal.

Americans are direct.

Americans are competitive.

Americans are achievers.

Americans are independent and individualistic.

Americans are questioners.

Americans dislike silence.

Americans value punctuality.

Americans value cleanliness.

32

Hofstede’s Framework for Assessing CulturesHofstede’s Framework for Assessing Cultures

33

Examples of HofstedeExamples of Hofstede’’s Cultural Dimensionss Cultural Dimensions

Source: Based on G. Hofstede, “Motivation, Leadership, and Organization: Do American Theories Apply Abroad?” Organizational Dynamics, Summer 1980, pp. 42–63.

34

Exhibit 4–5 Hofstede’s Five Dimensions of National Culture

(1) Individualistic — people look after their own and family interests Collectivistic — people expect group to look after and protect them Individualistic

Collectivistic United States, Canada Japan Mexico, Thailand

Australia

(2) High power distance—Accepts wide differences in power, great deal of respect for those in authority

Low power distance—Plays down inequalities: employees are not afraid to approach nor are in awe of the boss

High power distance Low power distance Mexico, Singapore, Italy, Japan United States, Sweden

Exhibit 4–5 Hofstede’s Five Dimensions of National Culture

(3) High uncertainty avoidance—Threatened with ambiguity and experience high levels of anxiety

Low uncertainty avoidance— Comfortable with risks; tolerant of different behavior and opinions

High uncertainty avoidance Low uncertainty avoidance Italy, Mexico, France United Kingdom Canada, United States,

Singapore

(4) Achievement—Values such as assertiveness, acquiring money and goods, and competition prevail

Nurturing—Values such as relationships and concern for others prevail

Achievement Nurturing United States, Japan, Canada, Greece France,

Sweden Mexico

Exhibit 4–5 Hofstede’s Five Dimensions of National Culture

(5) Long-term orientation—People look to the future and value thrift and persistence

Short-term orientation — People value tradition and the past

Short-term thinking Long-term thinking

Germany, Australia, China, Taiwan, Japan

United States, Canada

Exhibit 4Exhibit 4––88 GLOBE HighlightsGLOBE Highlights

Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305. Copyright © 2001. Reprinted with permission from Elsevier.

38

Global Management in Today’s WorldGlobal Management in Today’s World

ChallengesOpenness associated with globalizationSignificant cultural differences (e.g., Americanization)Adjusting leadership styles and management approaches

RisksLoss of investments in unstable countriesIncreased terrorismEconomic interdependence

39

補充：補充： Team workTeam work

1. Case study: a manager’s dilemma(p.86)

2. Thinking critically about ethics(p.96)

3. Internet-based exercise (p.103)

3. 上網測量自己的 cross cultural awareness http://www.kwintessential.co.uk/cross-cultural/cross-cultural-awareness.html

4. Overseas assignment, 上網研究國外環境 5. 韓國與印尼各屬於哪個區域貿易聯盟？請上維基百科等網站蒐集她們的經濟，政治法律，與文化環境之資訊，並討論其與我們的差異之處。

40

回顧回顧 比較： 1. 全球視野 VS. 偏狹地域觀點 2. 國家 VS. 組織文化 3. 文化衝擊 (culture shock)

41

實做練習 Case: Who Owns What?

Acer, Apple, Ben and Jerry’s Ice Cream, Coke, Disney, GE, Godiva, Green Giant, Grey Hound,Heineken, Holiday Inn, Hyundai, ThinkPad,Ikea, Intel, LG, Lipton Tea, Marlboro, McDonald, Microsoft, Nestle, Nokia, P&G, Philips, Rolex,Sam Sung, Shell, Sony, Swatch, Toyota, Tropicana,Volvo, Wal-Mart, Wrangler Jens,

Global mind-set Inventory (GMI)知識資本：嫻熟全球企業營運，掌握複雜狀況，開拓國際視野。

心理資本：熱愛多元文化，渴望冒險，自我肯定。

社會資本：能和不同文化背景的人建立信任關係，發揮人際影響力，善用外交手腕。

hbr.org/globalize-yourself-list

補充：改變全球經濟板塊的因素補充：改變全球經濟板塊的因素1.海洋世紀，工業革命2.資本主義3.資訊科技：網路，通訊

討論：遙測 (remote sensor) 技術， GPS ， GIS ， Digital Earth

44

45

Terms to KnowTerms to Know parochialism ethnocentric attitude polycentric attitude geocentric attitude European Union (EU) Euro North American Free Trade

Agreement (NAFTA) Association of Southeast Asian

Nations (ASEAN) World Trade Organization (WTO) multinational corporations (MNCs) multidomestic corporation global company transnational or borderless

organization

born globals global sourcing exporting importing licensing franchising strategic alliances joint venture foreign subsidiary market economy command economy national culture GLOBE wikis blogs

46

交通大學管理學院 任維廉教授 47

Takeaway: Takeaway: important, and non-obvious, important, and non-obvious, 喔！這個地方我原來沒想到！喔！這個地方我原來沒想到！

Don’t waste your time

Cocktail chatter

Non-case teaching

Takeaway

Important Unimportant Important

Not obvious

Obvious

Obvious