chapter3国际商务

《国际商务》课程笔记第一章：国际商务概述一、国际商务的概念1. 定义：国际商务是指个人、企业、政府和其他组织在跨越国界的情况下，进行的商品、服务、技术、资本、劳动力等经济资源的交换和流通活动。

这些活动涉及到不同国家之间的经济交易、合作与竞争。

2. 范畴：国际商务涵盖了国际贸易、国际直接投资、国际间接投资、国际金融市场、国际企业经营管理等多个领域。

二、国际商务的特点1. 跨国界：- 语言差异：国际商务活动需要克服语言障碍，进行有效沟通。

- 文化差异：不同国家的文化背景影响商务行为和交易方式。

- 法律差异：各国的法律体系不同，国际商务活动需遵守相关国家的法律法规。

2. 复杂性：- 政治因素：政治稳定性、国际关系等对国际商务活动产生影响。

- 经济因素：汇率波动、经济周期、市场竞争等影响国际商务的决策。

- 金融因素：国际金融市场波动、资本流动限制等对国际商务活动产生影响。

3. 风险性：- 汇率风险：货币汇率变动可能导致收益或损失。

- 政治风险：政治动荡、政策变动可能影响国际商务活动的顺利进行。

- 市场风险：市场需求变化、竞争格局变动等带来不确定性。

4. 机遇与挑战并存：- 市场机遇：国际市场为企业提供了更广阔的发展空间。

- 竞争挑战：国际市场竞争激烈，企业需不断提升自身竞争力。

三、国际商务的重要性1. 促进经济增长：- 资源配置：国际商务有助于全球资源的优化配置，提高资源使用效率。

- 生产效率：国际竞争促使企业提高生产效率，推动技术进步。

2. 拓展市场空间：- 规模经济：企业通过国际商务活动实现规模经济，降低成本。

- 市场多元化：企业可分散市场风险，提高市场竞争力。

3. 促进技术进步：- 技术引进：国际商务活动有助于企业引进先进技术和管理经验。

- 技术创新：国际市场竞争促使企业加大研发投入，推动技术创新。

4. 提高人民生活水平：- 产品多样化：国际商务丰富了消费者的选择，提高生活品质。

- 价格竞争：国际竞争促使企业提供性价比更高的产品和服务。

International Business: Competing in the Global Marketplace Sixth Edition Chapter 3 Differences in Culture∙Introduce culture as a complex set of beliefs that influence how people ingroups solve problems∙Explain the significance of national cultures and subcultures withinnations∙Explain the cultural role of religion and its influence on the practice ofbusiness∙Describe the different components of culture This chapter explores the role of culture in international business: how differences in culture across and within countries can affect the practice of business. The discussion then addresses the major questions of the chapter: What is culture? How does it play itself out in social structures, religious and ethical systems, language, and education? The need for cross-cultural literacy and an appreciation of the impact of culture on competitive advantage are explored.The Opening Case is on the practice of business in Saudi Arabia. The closing case, ―Mashushita’s and Japan’s Changing Culture,‖Describes how changing norms and values in Japan are impacting Masushita’s policies, especially in the area of Human Relations Management.3OUTLINE OF CHAPTER 3: DIFFRENCES IN CULTURE Opening Case: Doing Business in Saudi ArabiaWhat Is Culture?Values and NormsCulture, Society, and the Nation-StateThe Determinants of CultureSocial StructureIndividuals and GroupsSocial StratificationReligious and Ethical SystemsChristianityIslamHinduismBuddhismConfucianismLanguageSpoken Language./ Unspoken LanguageEducationCulture and the WorkplaceCultural ChangeImplications for BusinessCross-Cultural LiteracyCulture and Competitive AdvantageCulture and Business EthicsChapter SummaryCritical Thinking and Discussion QuestionsClosing Case: Mashushita’s and Japan’s Changing CultureTEACHING SUGGESTIONSAn effective way to get the culture discussion going is to draw an iceberg on the board, without the water line. A primitive approximation of an iceberg is fine. Label it Culture. Then ask the question, ―What is culture?‖ Depending on the level of the response, add the culture attribute/description to the iceberg, either above or below where you know the water line will be. So, for example, religion, education, will be near the waterline (observable and we know them about ourselves and can describe them to an outsider). Artifacts such as literature or the opera will be higher in the diagram. Hopefully, someone will mention something that is less observable, such as the way we think and feel, or norms, values, what seems right. Those descriptors would be lower because they are not directly observable and we are usually not aware of the effects of them on our thinking and actions. They serve as the basis for assumptions on which we base our actions. When you have enough data, draw in the water line. You then can lead the discussion to observe that culture works both in ways of which we can be aware (above the line) and in ways that may not be known to us, as an ingrained pattern of response (below the line).Part of what makes working abroad (as an expatriate) exciting is that as you learn about the host culture, you also learn about your own. If there are foreign students or students with foreign experience in the class, perhaps you can get some examples. (I never knew how individualistic the US was until, while working in Algeria, I was outraged, shocked and angered that the wonderful women in a family with whom I was staying for an extended time, went through my backpack. They felt that I was part of the group and that the property was communal. I felt my privacy violated!)TRANSITIONThis discussion can begin with a survey of students’ preconceptions of Saudi Arabia. To get at them, ask what they might expect in the way of cultural difference were they to go to Saudi Arabia. Then probe for more specific thinking and applications by asking how that expectation would play out/affect business practices. For example, one comment that is frequent in my North American classes is that women in Saudi Arabia are second-class citizens, based on the observation that they cover and do not interact in public with men, nor do they drive. (I find it interesting to point out that many contributions are more complex than we at first realize. The observation is that they cover, the meaning we may give it is that this is a sign of inequality, and the emotional response is that we don’t like that.) Once you have a number of expectations, you can ask questions that apply them to the practice of business in Saudi Arabia. The key conclusion is that doing business there will be substantially different from doing business in North America.LECTURE OUTLINE FOR CHAPTERThis teaching outline follows the Power Point presentation provided along with this instructor’s manual. The PPT s lides include extensive notes that are printable under view—notes page. What follows is a summary.IntroductionThis chapter explores the impact of differences in culture across and within countries on international business. Business success in a variety of countries requires cross-cultural literacy. Managers must gain an understanding of the culture, or cultures, that prevail in the countries where they do business. Sometimes the cost of doing business in a country is influenced by culture – different cultures are more or less supportive of the capitalist approach to production. Culture is dynamic. Managers must be sensitive to trends in the evolution of a culture in order to maintain their effectiveness in the workplace. This chapter concludes Par t 2 of the book dealing with Country Factors. 3 cases, ―Nike: The Sweatshop Debate‖, ―Qualcomm’s Chinese Odyssey‖, and ―Royal Dutch/Shell: Human Rights in Nigeria‖ provide the integrative experience for Part 2.Slide 3-4 Chapter Overview•What is culture•Social Structure•Religious and Ethical Systems•Language•Education•Culture and the Workplace•Cultural ChangeSlide 3-5, 3-6 What is culture?Culture has been defined a number of different ways. In this course we will view culture as a system of values and norms that are shared among a group of people and that when taken together constitute a design for living.While culture is a characteristic of society as a whole, it shapes individual behavior by identifying appropriate and inappropriate forms of human interaction. In a sense culture is the collective programming of the mind which distinguishes the members of one human group from another.Slide 3-7, 3-8, 3-9 Components of cultureValues and norms are the basic components of culture. Norms can be further divided into folkways and mores.Values are abstract ideas about what a society believes to be good, right, and desirable. Values include attitudes towards concepts like freedom, honesty, loyalty, justice, responsibility, and personal relations including marriage.Norms are social rules and guidelines that prescribe the appropriate behavior in particular situations. Norms shape the actions of people towards one another. Norms can be divided into folkways and mores.Slide 3-10 Folkways and moresFolkways are the routines conventions of everyday life, but generally have little moral significance. Examples would be dress, eating habits, and social graces. An outsider can easily be forgiven for being ignorant of a folkway.Mores are serious standards of behavior. Although mores are fewer in number than folkways, they are more coercive. Negative mores are taboos, usually supported by religious or philosophical sanctions. Whereas folkways guide human conduct in the more mundane areas of life, mores tend to control those aspects connected with sex, the family, or religion.Mores can vary greatly between countries: what in one country may be viewed as an innocent flirt in another may constitute a serious affront to someone's dignity or even harassment. While it is acceptable, and even expected, to consume alcohol with business associates in Japan, where evening business contacts often border on drunkenness, such actions would be disallowed in the United Arab Emirates.Slide 3-11 Culture, Society and Nation StateWhile it is possible for a nation-state to have a uniform culture, this is not always the case. Within a nation-state multiple cultures can easily exist, USA。