Question

Many MNCs would like to do business overseas in the same way that they do business domestically. Do research findings show that any approaches that work well in the U.S also work well in other cultures?

Please give me two examples! Also, do not copy paste other answers as they are not the answer I am looking for

Answer 1

As the question is not about they want to do it’s about how the government want them to do as international business faces different challenges and factors. And these factors or challenges require businesses to find scope of growth and development. But business should be adaptable to diverse business cultures including demographics, geographic, social and environmental factors.

One big difference between doing business domestically and internationally is culture. According to Hilka Klinkenberg, founder of Etiquette Internationalin New York City, less than 25 percent of U.S. business ventures abroad are successful. "A lot of that is because Americans don't do their homework or because they think the rest of the world should do business the way they do business," she says. Klinkenberg offers the following tips to avoid making costly mistakes in international business meetings:

• Build a relationship before you get down to business. "That entails making small talk and getting to know one another without [immediately] getting into business discussions," she says.

• Don't impose time limits. Says Klinkenberg, "Keep [the meeting] as open as possible because it adds strength to your negotiating position."

• Do your research. Learn at least a few pointers and facts about the country; it shows you respect your potential partners' cultural heritage. Also, get comfortable with the basic words in their language.

• Bring your own interpreter. If they provide the interpreter, warns Klinkenberg, "the interpreter is going to have the other person's [interests] at heart, not yours."

• Understand body language. "People think [body] language is universal-it's not," she says.

• Dress with respect and authority. This should be self-explanatory. If it's not, seek the help of an image expert.

stressed throughout the text how different cultures can be from one another and how important it is for MNCs to understand the points of disparity. Here, we look at some differences from a human resources perspective, a topic which will be covered in depth in Chapter 14. We introduce human resource management (HRM) here as a way to illustrate that the cultural foundations utilized in the selection of employees can further form the culture that international managers will oversee. In other words, understanding the HRM strategies before becoming a manager in the industry can aid in effective per- formance. The focus here is more from a socially cultural perspective; the organizational perspective.
Despite similarities between cultures in some studies, far more differences than sim- ilarities have been found. MNCs are discovering that they must carefully investigate and understand the culture where they intend to do business and modify their approaches appropriately. Sometimes these cultures are quite different from the United States—as well as from each other! One human resource management example has been offered by Trompenaars, who examined the ways in which personnel in international subsidiaries were appraised by their managers. The head office had established the criteria to be used in these evaluations but left the prioritization of the criteria to the national operating company. As a result, the outcome of the evaluations could be quite different from country to country because what was regarded as the most important criterion in one subsidiary might be ranked much lower on the evaluation list of another subsidiary. In the case of Shell Oil, for example, Trompenaars found that the firm was using a HAIRL system of appraisal. The five criteria in this acronym stood for (a) helicopter—the capacity to take a broad view from above; (b) analysis—the ability to evaluate situations logically and completely; (c) imagination—the ability to be creative and think outside the box; (d) reality—the ability to use information realistically; and (e) leadership—the ability to effectively galvanize and inspire personnel.

Sony is a multinational corporation that sells a wide variety of goods in the international marketplace. These range from electronics to online games to music—and the Japanese MNC is even in the enter- tainment business (Sony Pictures Entertainment), pro- ducing offerings for both the big screen as well as for television.