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International Business Strategy 301LON. Cultural Environment of International Business. Unit: 5 Knowledgecast: 1. Module Learning Outcomes. Communicate an in-depth understanding of the complexity of the environment and its applications on decision-making process

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International business strategy 301lon

International Business Strategy


Cultural EnvironmentofInternational Business

Unit: 5 Knowledgecast: 1

Module learning outcomes
Module Learning Outcomes

  • Communicate an in-depth understanding of the complexity of the environment and its applications on decision-making process

  • Assess current developments in the organisational environment and alternative responses related to strategy



Culture: The learned, shared, and enduring orientation patterns in a society. People demonstrate their culture through values, ideas, attitudes, behaviors, and symbols.

Cross-cultural risk: A situation or eventwhere a cultural miscommunication puts some human value at stake. It arises in environments characterized by unfamiliar languages and unique value systems, beliefs, and behaviors.

Managers cultural orientations

Managers’ (Cultural)Orientations

Ethnocentric orientation: Using one’s own culture as the standard for judging other cultures

Polycentric orientation: A mindset in which the manager develops a greater affinity for the country in which he or she works than for the home country

Geocentric orientation: A global mindset in which the manager is able to understand a business or market without regard to national boundaries

Managers should strive for a geocentric orientation.

Key issues culture is

Key issues-Culture Is…

Not right or wrong: It is relative. There is no cultural absolute. Different nationalities simply perceive the world differently.

Not about individual behavior: It is about groups. It is a collective phenomenon of shared values and meanings.

Not inherited: It derives from the social environment. We are not born with a shared set of values and beliefs; we acquire them as we grow up.

Impact of culture on managerial tasks

Impact of Culture on Managerial Tasks

Developing products and services

Preparing advertising and promotional materials

Preparing for overseas trade fairs and exhibitions

Screening and selecting foreign distributors

Communicating and interacting with foreign partners

Negotiating and structuring ventures

Interacting with current and potential customers from abroad

Some cultural differences in entrepreneurship

Some Cultural Differences in Entrepreneurship

It is said that when someone starts a new business…

in Hong Kong, the whole family works ceaselessly to make it a success.

in the United States, friends put up their money for the entrepreneur.

in Turkey, friends will ask the entrepreneur to hire their sons and nephews.

in India, the administrative system will impose a staggering amount of red tape.

Interpretations of culture

Interpretations of Culture

Stereotypes are generalizations that may or may not be factual, often overlooking real, deeper differences.

People from the United States are said to be:

Argumentative and aggressive when compared to Japanese people, who tend to be reserved and humble.

Individualistic lovers of personal freedom when compared to Chinese people, who tend to be group oriented.

Entrepreneurial when compared to Saudi Arabian people, who use time-honored methods to get things done.

Direct and interested in immediate returns when compared to Mexican people, who invest time in building relationships.

More on culture idioms that symbolize cultural values

More on CultureIdioms that Symbolize Cultural Values

Language as a key dimension of culture

Language as a Key Dimension of Culture

Language is the “mirror” or expression of culture; it is essential for communications and provides insights into culture.

Linguistic proficiency is a great asset in international business.

Language has both verbal and nonverbal components (i.e., facial expressions and gestures).

There are nearly 7,000 active languages, including over 2,000 in both Africa and Asia.

Knowledgecast summary
Knowledgecast Summary English

  • Communicate an in-depth understanding of the complexity of the environment and its applications on decision-making process

  • Assess current developments in the organisational environment and alternative responses related to strategy

Seminar English

Article Review

  • M. AyhanKose and Eswar S. Prasad (2010), Emerging Markets Come of Age, Finance and Development Journal, 2010

  • Prepare to review this article in your seminar for this unit. You should make written notes to bring to the seminar to support your contributions.

    Guide Questions.

  • What are the key changing drivers of global growth?

  • Are emerging economies really in control of their destiny ? WHY?

  • What are the factors responsible for the relative resilience of emerging economies during the global recession

Group activity
Group Activity English

Environmental Audit – Preparation

Assignment Preparation – Research

  • You have an opportunity to use this time to continue to gather information regarding the environmental audit of your case study organisation, which will be invaluable in preparing you for the first assignment.

    Assignment Preparation – Rehearsal

  • You should also use this opportunity to rehearse your presentation of finding from the environmental analysis of your case organisation in a mock presentation.

  • Remember to have several practice sessions and reflect on your individual and group performance.