Organizational culture, like national culture, is an iceberg, with some elements above water and others submerged. Elements above water are not only more visible, but easier to understand. Elements below water are difficult to observe and are more important for understanding culture because they are foundations of the culture. In addition, while elements above water are amenable to change, submerged elements are either resistant or slow to change. Several differences between national and organizational culture modify the iceberg metaphor. Firstly, organizational culture is less comprehensive than national culture, as the range of values and underlying assumptions of organizations are narrower. Secondly, organizational culture is more self-contained than national culture. Finally, organizational culture is more manageable than national culture. For example the selection, training and also reward structure for employees restricts the variability of its members and constructs a comprehensive set of values and norms that the management controls. Whether a company should be globalized, and how to go about doing so, have become two of the most burning strategic issues for managers around the world.
[...] But more and more industries are developing the globalization potential. Even the food industry in Europe, renowned for its diversity of taste, especially in France, is now a globalization target for major food multinationals. More than one strategy is viable: Although they are powerful, industry globalization drivers do not dictate one formula for success. More than one type of international strategy can be viable in a given industry. No industry is higher than any of the many globalization drivers. A particular competitor may be in a strong position to exploit a driver who scores low globalization. [...]
[...] In emerging market nations, such economic conditions are generally due to long standing one-party political and socioeconomic systems. Depending on its nature and commitment to becoming a free-market economy, one emerging market may be different from another'[2]. Source: http://www.investorglossary.com Another way to define an emerging market is the GDP per capita, the World Bank uses the GDP per capita. An opportunity: Emerging markets constitute the major growth opportunity in the economic world. For example, according to the ‘International business and trade in the next decade report'[3] Coca-Cola wishes to invest 2 billion US dollars in China and also in India and Indonesia because together these countries represent 40% of the worldwide population. [...]
[...] had an internship in China in 2008 and 2009 in a Swiss company, because in my own opinion, I really think the opportunity could be in the emerging markets and that's why I chose this subject). The emerging markets are attractive because since 10 years, a huge number of economic liberalization rules have appeared in this market. The end of the cold war and a new business culture in China with the communist party or government changes the economics rules. [...]
[...] However, some industries benefit more from globalization than others, and some nations have a comparative advantage over other nations in certain industries. create a successful global strategy, managers first must understand the nature of global industries and the dynamics of global competition'9[8]. A well prepared global strategy can really help companies to make cost savings and gain lots of competitive advantages. We can pick up the most important points: The strategy, the efficiency with cost saving and the economies of scale with more clients and markets or extended life cycle of the products. [...]
[...] Nissan had significant presence in the Asian market and also in the North America market as many Asian car car-makers. Nissan had a significant hold in these two markets, but was struggling after many years of losses, approximately 10 years. The proud Japanese company faced the need to seek help from abroad, another carmaker's help. The news that Renault would buy a stake in Nissan ([5]Source www.highbeam.com) in March 1999 met with scepticism. Observers predicted a clash between the French culture and the Japanese culture and the ‘alliance of equals' (Source www.accessmylibrary.com) was seen as a cloud to cover a takeover and not a real alliance of equals. [...]
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