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

Culture Issues in Global TechnologyRelations - Course Structure

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

Cultural IssuesHistory Social Language Norms Etc.

Structures Values

Lectures Speakers Readings Projects

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

Issues to Consider

Personal cultural self-awareness National cultural self-awareness Cross-cultural awareness Cross-cultural interaction and

relationship skills Parochialism and ethnocentrism

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

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

Form to Rank Order the Countries

High context

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

Low context

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

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

Ethnic, Linguistic

ProfessionalOccupationalOrganizational

ClassCaste

ReligiousIdeological

RuralUrban

GeographyClimateConditions

Etc.

RegionNationTribe/clanFamily

LOCUS OF CULTURAL VARIATION(SUB-CULTURES)

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

Organization Culture

Function National Culture(s)

TechnologyDemands

UNCERTAINTY CHANGE

Cultural Dynamics

Management Practicesreflect the interplay of:

Context – market– technological– competitive– economic– political– legal

Culture– national– ethnic/religious– class– organizational– group– profession/occupation

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

Corporate US Culture Shifts

From Paternalism Male Authoritarianism Traditional family Hierarchy Old boy network

To Fraternalism Female Democracy Blended family Horizontal Team

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

French-German Similarities

Delegation of authority Mergers Marketing and advertising Hiring and firing Industry size Planning Family

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

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

CULTURAL INDICATORS: WORDS WITH NO ENGLISH EQUIVALENT

LESE MAJESTEPHI, PHI BABACI

AMAE / ENRYOGIRI / NINJOSHOKAIJO

WAIWA JAI YIN (CHA YIN)

KRENG CHAI (GENG CHAI)TATEMAE / HONNEMAHARAGEI

CULTURAL INDICATORS: WORDS WITH NO ENGLISH EQUIVALENT(2)

JANTELOVENSANUK

NOMI NI IKIMASHO

SEMPAI, KOHAI (OYABUN, KOBUN)IKU, IKIMASU, IRRASHAIMASU, MAIRIMASU

RINGISHONEMIWASHIMADO GIWA ZOKUGAIJIN (GAIKOKUJIN)

INSHALLAH