Efficiently managing globally dispersed cross-expertise teams is an increasing challenge facing international organisations. The rapid emergence of digital cultures and trends requires these companies to develop new and engaging business models in ensuring a competitive advantage. For example according to a Gallup Employee Engagement Index (Q4 2010), 72% of employees have been found to be either actively disengaged or not engaged at work. This has an impact on the management of globally dispersed teams in an international setting.
For your report you are required to select an organisation engaged in an international venture in one of the following sectors:
Education & Training
Software Development
Call Centre Offshoring
Based on your chosen organisation you are required to complete an analytical report supported by academic research focusing on the following three points:
Cross-Border Management
Cultural Dimensions.
Enterprise Gamification
In completing your report you should draw on existing international management literature, academic research and theory to critically evaluate cross-border management, cultural dimensions and gamification challenges by analyzing and discussing the various approaches between the company’s headquarters and its international venture.
Your report should be guided by relevant theories and concepts and it is important to include academic research to underpin your analysis and critical findings where applicable. Initially refer to appropriate books/journals from the module guide recommended reading list.
STRUCTURE
Table of Content (List of all headings and sub-headings)
Executive summary
Introduction
Chapter 1: Cross-border Management
Chapter 2: Cultural dimensions
Chapter 3: Gamification
Management Recommendations (You can either include recommendations in each chapter)
Conclusion (summary of results)
List of References (References to any books, journals, etc. used in the assignment)
Appendices (Details of any analysis, other relevant information)
Chapter 1: Review and discuss cross-border and offshoring management theory and apply to your chosen company.
Chapter 2: Analyse an appropriate cross-cultural model/theory (i.e Hofstede, etc…) and apply this to your chosen company and its offshoring venture to identify possible challenges and approaches between the company’s base operations and its offshoring vendor.
Chapter 3: Analyse and critically evaluate the possible application of gamification concepts between your chosen company its offshoring vendor.
INTRODUCTION
Purpose and scope of your report (The purpose of the report is to …….)
Globalization
Opportunities and threats
Company background
Outline
1. Cross-cultural management
Critical role of culture
Define culture, explain culture. You can put more than one definition.
Why do we need to understand culture? Problems of miscommunication and misunderstanding.
Define management: planning, organizing, staffing, directing and controlling.
Define cross-cultural management.
Make references to the key problems that may arise as a result of cross-cultural teams.
As a result many researchers developed different versions of national dimension frameworks to study the influence of culture at the individual, organizational and societal level: Troompenaars, Edward Hall, Adler’s cultural framework. (i.e. High – Low context)
Other issues: Ethical and Commercial challenges
Ethical misconduct and scandals call for alertness
Define CSR
Define business ethics
Main motive of companies remains making profit. Often there is a COI between commercial and ethical interests.
Practices that are acceptable in one country may be unacceptable in another (Irwin, 2012).
Legislation.
Other issues: Monetary gifts and facilitation payments (kickbacks). Acceptable in China.
Look at CPI (website of Transparency International) for rankings.
UK anti-bribery Act / US FCPA Legislation.
Challenges in human rights (labour standards in the supply chain, civil and political rights, child labour, environmental damage, worker suicides). Give examples, Nike, Foxconn.
2. Cultural dimensions
Hofstede’s dimensions: individualism vs. collectivism, power distance, masculinity vs. femininity, uncertainty avoidance, long term vs. short term orientation, indulgence. (All six dimensions)
Offers a practical roadmap/guidance to analyze cross cultural management issues and challenges.
Figure with score comparison i.e. China vs. UK.
Explain each dimension refer to the relevant scores and what studies say about these.
For example, PD UK scored 35 indicating a a society where inequalities area minimized and China 80 suggesting a high PD society where there is a strong belief and acceptance of inequality. Studies show that PD has an impact on work related behaviour. Chinese culture shows respect for age and hierarchy, seniors and authority. Expect such respect and recognition from younger colleagues. UK managers will expect expertise and experience specific to business.
Possible friction: Chinese less comfortable facing conflict and arguments.
High PD also implies use of titles in the business environment compared to the UK and not addressed by their first name.
Example: Individualism vs. Collectivism
Give the definition
Give the scores
What does this imply?
Chinese because of their collectivism nature place emphasis on relationship between employees, coworkers. Also, emphasis on trust and relationships have priority over business.
Harmony with a group.
Concern with face (public image and reputation)
How this affects negotiations? Signing a contract?
Use the comparison picture in your chapter (i.e. UK vs China)
https://geert-hofstede.com
Critique of your chosen framework
Limitations
Only one multinational organization: cannot uncover and make generalizations (McSweeney, 2002).
Representative of the average cultural values held by people? (Fang, 2003)
Culture changes over time (slowly).
Cultures are converging towards a homogenized global culture. (common language, watch same movies, eat the same food, drink Coca Cola etc).
However, Hofstede (2011) warned that recent concerns of convergence in culture are superficial practices and not the core of inner national values.
3. Gamification
Define gamification.
Gamification is a relatively new concept referring to the use of game design elements like points, badges, levels, and leaderboards in non-game contexts.
Gamification also include can also include achievements
“Gamification refers to a process of enhancing a service with affordances for gameful experiences in order to support user’s overall value creation.”– Huotari and Hamari (2012).
Gamification is a powerful tool to engage customers, change behaviour and increase the use of a service.
Game mechanics are fun and interesting but these features are not sufficient to inherently produce user engagement.
Why might an International Business consider using Gamification Theory as part of their strategy
What evidence is there that gamification can be positive or negative for businesses?
How is gamification different from other International Business engagement strategies?
Recommendations
Understanding and appreciating culture.
Western telecommunication company managers should develop cross-cultural knowledge and skills.
Intercultural management skills
Cross-cultural training
Select managers with recent experience in emerging markets.
Develop a third culture composed of a combination of the two original cultures or, at least, a strong modified version of one of the original cultures.
Alternatively, employ local managers of emerging countries origin or consultancy firms to conduct business on their behalf.
Maintain the same level of CSR and business ethics in its Western operations for that in the emerging
Develop a geocentric orientation
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