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Essay / Research Paper Abstract
This 7 page paper considers some of the challenges that New Zealand and Australian managers may face when operating in Asian counties. The paper examines the cultural differences that will impact on business using Hofstede's cultural dimensions model. The bibliography cites 7 sources.
Page Count:
7 pages (~225 words per page)
File: TS14_TEnewzeasia.rtf
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Unformatted sample text from the term paper:
two western style nations in the area, with a very difficult historical and political history that has lead to a very different culture (Jarvis, 2003). With two nations that
have such a different outlook there are some unavoidable challenges in order to bridge the different culture gaps. The difference in culture can lead to a wide range of
issues if they are misunderstood or ignored. To consider this the concept of culture should be considered and then the way that this may manifest in some areas of Asia.
Many areas of Asia support Muslim population or are Muslim nations; these may provide an interesting contrast and challenges to Australian and New Zealand firms. According to Trice and
Bayer (1993) cultures are collective, emotionally charged, historically based, inherently symbolic, and dynamic. Hofstede, looking at culture from a national dimension takes an holistic view, arguing that "mental programs in
people in general, and values and culture in particular" (Hofstede, 2003). Furthermore that the culture is "the collective programming of the mind that distinguishes the members of one group or
category of people from another". It is with this difference we can look to how culture may be important when it comes to cross boarder business.
A useful model that can be used to assess potential culture clash differences and difficulties is that of Hofstede although there is some criticism of this
model as there is an assumption of a degree of uniformity within different organizations in the same area, but is still a useful basis from which to start appreciating the
impact of different culture in the business environment. This model is based in research conducted between 1967 and 1973 with results from more than 100,000 individuals spread over 40 different
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