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D56 Course Goals

D56 Course Goals. understand cultural context of international technology relationships study how culture impacts various tech. management issues identify practices and lessons learned by top firms to deal with these issues. In Order to: avoid costly mistakes build needed capacity

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D56 Course Goals

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  1. D56 Course Goals • understand cultural context of international technology relationships • study how culture impacts various tech. management issues • identify practices and lessons learned by top firms to deal with these issues In Order to: • avoid costly mistakes • build needed capacity • benefit from diversity

  2. Culture Issues in Global Technology Relations - Course Structure Cultural Issues History Social Language Norms Etc. Structures Values Regions & Countries China Japan W. Europe Israel Latin America Eastern Europe Emerging Nations Technology Relations Technology Transfer Technology Sourcing Standards Collaborations Legal, IPR, Regulatory Negotiations Lectures Speakers Readings Projects

  3. Foundations 1. Culture (old D56) 2. Technology management (D59) 3. Culture Technology • Cases 4. Technology Transfer and Sourcing 5. Technology Standards; Collaborations; Roadmapping 6. Legal & regulatory issues; IPR; Negotiations • Regional Experiences 7. Asia (China, Japan) 8. Western Europe/Israel and Latin America 9. East/Central Europe; Emerging/Developing economies • Projects 10. Oral reports

  4. Issues to Consider • Personal cultural self-awareness • National cultural self-awareness • Cross-cultural awareness • Cross-cultural interaction and relationship skills • Parochialism and ethnocentrism

  5. DEFINING CULTURE • Integrated and contextually dependent system of learned values • Decision making, behavioral and emotional patterns and artifacts are characteristic of the society • Describes social group’s total way of life, what/how they think, say, do and make • Their customs, language, material artifacts, shared systems of attitudes, values and feelings • Is learned and transmitted from generation to generation

  6. Cultures Vary in how Members Perceive: • People - selves, ethos - others, stereotypes • World - dominance, harmony - knowledge, thought • Human Relations - individual/collective - compete/cooperate - inter-generations - gender - norms, taboos, ethics - ownership, meritocracy • Activity - do/achieve, be - control, reward/punish - risk taking - home vs work life • Time - past, present, future - linear, cyclical - time horizons - mono/poly-chronic • Space - public/private - definitions/limits

  7. Form to Rank Order the Countries High context 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Low context

  8. Rank Order the Countries by Context{high (up)/low (down)} Northern Italian Southern Chinese Urban Egyptian East Coast U.S. German Swiss German Parisian French Barcelona Spanish Japanese Upper Class English Southern U.S. Scandinavian

  9. Radnor’s Order of Countries High context 1. Japanese 2. Southern Chinese 3. Urban Egyptian 4. Parisian French 5. Barcelona Spanish 6. Northern Italian 7. Upper Class English 8. Southern U.S. 9. Scandinavian 10. German 11. East Coast U.S. 12. Swiss German Low context

  10. LOCUS OF CULTURAL VARIATION (SUB-CULTURES) Professional Occupational Organizational Ethnic, Linguistic Religious Ideological Class Caste Region Nation Tribe/clan Family Etc. Geography Climate Conditions Rural Urban

  11. High-Low Context by Profession? High Context Human Resources Marketing/Sales General Management Manufacturing R&D Product Development Design Engineering Information Systems Finance Accounting Low Context

  12. Cultural Dynamics Organization Culture UNCERTAINTY CHANGE Function National Culture(s) Technology Demands

  13. Management Practicesreflect the interplay of: Culture • national • ethnic/religious • class • organizational • group • profession/occupation Context • market • technological • competitive • economic • political • legal

  14. US ORGANIZATIONAL CULTURES(Values & Ideologies) • Competitive achievement (social Darwinism) • Performance-based/Scientific management • Efficiency • Rationality • Individualism (plus Human Relations) • Egalitarianism • Progress & Materialism • Quality of life/Humanitarianism • Ethnocentrism

  15. Corporate US Culture Shifts From • Paternalism • Male • Authoritarianism • Traditional family • Hierarchy • Old boy network To • Fraternalism • Female • Democracy • Blended family • Horizontal • Team

  16. French-German Management Issues Comparison France • Strong sense of person • Individuality but rigid rules and centralization • Rigid social structure • Work to enjoy the good life • Privacy; little employer-employee discussion • Cartesian logic • Strong government role; many state-owned enterprises • Little use of consultants • Catholic majority Germany • Strong group loyalty • Ingrained sense of authority figures • Movement - since WW II • Industrious; proud work ethic • Formal but communicative; management-worker rapport • Specialism & experience • Free enterprise spirit; modest government involvement • Considerable consultant use • Protestant majority

  17. French-German Similarities • Delegation of authority • Mergers • Marketing and advertising • Hiring and firing • Industry size • Planning • Family

  18. Aspects of Japanese Culture Impacting Technology • National high-context village; self-perpetuating elites • An articulated commitments and obligations system; power usually wins, is accepted but recourse possible • Hierarchical, with bottom-up participation; controlled decentralization, use of task-forces • Harmony, cooperation and consensus valued over personal achievement; relationships critical • Defined, “know your place”, roles; tolerance for subordinate failure • Visionary long-term & broad obligation leadership • Detail oriented processes and measures plus images and symbolism, complex context (“ba”) critical

  19. EXAMPLES OF CULTURAL IMPACT • How meet • How initiate communications • How communicate - and what constitutes communication • When you communicate (or not) • Where communicate • Who communicates, to whom • What you communicate • How decisions are made • The speed of decision making - and the speed of implementation • What regulates business or other relationships

  20. CULTURAL INDICATORS: WORDS WITH NO ENGLISH EQUIVALENT LESE MAJESTE PHI, PHI BA BACI AMAE / ENRYO GIRI / NINJO SHOKAIJO WAI WA JAI YIN (CHA YIN) KRENG CHAI (GENG CHAI) TATEMAE / HONNE MA HARAGEI

  21. CULTURAL INDICATORS: WORDS WITH NO ENGLISH EQUIVALENT(2) JANTELOVEN SANUK NOMI NI IKIMASHO SEMPAI, KOHAI (OYABUN, KOBUN) IKU, IKIMASU, IRRASHAIMASU, MAIRIMASU RINGISHO NEMIWASHI MADO GIWA ZOKU GAIJIN (GAIKOKUJIN) INSHALLAH

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