The first author Dr. Jing Song did a wonderful presentation to discuss the motivation, theoretical background, and findings of the study.
However, Jing missed the award ceremony the next day and I got all of fame to receive the award on behalf of my co-authors. I really wish Jing were there.
Other than all of excitement of receiving the award, I had a great time at CIMaR and Italy. I got to see Dr. Cavusgil, who is my mentor and my dissertation committee member. I got to catch up with Jing, whom I haven’t seen more than three years. In addition, with my family, I got to tour around Italy to learn about its culture, history, and life. Love to learn more about Italy and visit again! Here is a short video clip about our trip to Italy.
As a scholar, the best recognition is to receive Best Paper award. It is always my goal to receive such award so you can imagine how I jumped up and down when my pedagogical paper received the inaugural CUIBE award for Best Paper on “Teaching International Business” at 2016 annual conference of Academy of International Business (AIB2016). As an educator, I also feel proud that my instructional approach is recognized as innovative and valuable for the education of international business.
The conference paper has been improved and published at Journal of Teaching in International Business, titled Improving Intercultural Competence in the Classroom: A Reflective Development Model. In this paper, I propose a four-stage reflective development model to enhance intercultural competence for undergraduate students and implemented in my class of International Management. The model provides a pedagogical approach for motivating students to engage in intercultural interactions, for helping them learn to make sense of their environment, and for advancing their learning about intercultural interactions.
Here is my invitation for your company to participate this research: Organizational Cross-Cultural Adaptation.
We are conducting the survey to study the best practices of organizational cross-cultural adaptation of firms operating in foreign markets as part of our vision to reach out and service the business community. The project will provide a tremendous managerial implication to multinational firms who are facing challenges in their overseas operations and ultimately help to enhance their competency in the global market.
The project will be conducted through on-line survey. The company employees will fill out the survey and it will take them about 30 minutes to complete. As our appreciation for your support of the study, we will provide an aggregate report to assess the strength and weakness of the cross-cultural adaptation of your company, and our recommendation for the areas of improvement. The study would be used for publication in academic outlets. The publication will ensure anonymity of all participants and your companies.
Click above presentation for additional information about this project or contact me for more!
This is a paper from our action research course with Dr. Lars Mathiassen back in 2010! Mala Kaul, currently Assistant Professor at University of Nevada, Reno, and I conducted the class project together. We are glad it is accepted for publication at International Journal of Business Information Systems. We don’t see a lot of studies using action research as the research method because it is a challenging approach to meet the needs of both theoretical and managerial contribution. However, it is a great approach if we see ourselves as an engaged scholar to bridge the cap between the academic and practice. Regardless, it is great to see our class project turing into a journal paper!
As a reflection of the strategic importance of buyer-supplier relationships in supply chains, information sharing and knowledge exchange have been found to positively impact coordination, transparency, and perception of trust between buyers and sellers. However, our knowledge about IT as an enabler in buyer-seller relationships is limited. Against this backdrop, we examine how a large retailer, BuildSmart, adapted and leveraged a portal to help listen to the voice of their suppliers. Through a collaborative action research project, we developed a semantic sense-and respond approach to design and implement mechanisms that allowed BuildSmart to continuously sense how suppliers experienced their portal and how to generally improve their supplier relationships. As a result, we present a conceptual model for managing IT-enabled buyer-supplier relationships and demonstrate how conceptual modeling can be combined with sense-and-respond thinking to support IT-enabled process management.
Collaborative Action Research, Supplier Relationship Management, Sense and Respond, Supplier Portal, Conceptual Model, Buyer-Seller Relations, Semantic Approach
In the era of globalization, Foreign Direct Investment (FDI) has become the prevalent internationalization strategy for multinational enterprises (MNE). As cultural distance remaining a barrier for firms to achieve desired performance in their foreign operations, it is less informative as to how firms can reduce the problems caused by cultural distance from the host environment. Using the context of Chinese firms operating in the USA, this study is designed as a multiple-case study oriented toward theory development. Through the examination of the structure of the organizational social networks in the host country, I aim to arrive at a conceptual synthesis to define cross-cultural adaptation to an organization, establish its process and demonstrate its crucial role for firms to successful develop and maintain a stable, reciprocal and functional relationship with the new cultural and institutional environment. The framework contributes to the body of global management knowledge. It also provides a tremendous managerial implication to firms who are coping with the issues brought by cultural distance with the host environment and ultimately helps to enhance their competency in the global market.
Keywords: Cross-cultural Adaptation, Cultural Distance, Social Network Theory, Local Adaptation
Both cases illustrate the typical challenges facing western retailers success in China. The big-box retailers not only need to face the challenges from their local competitors and the different practices in Chinese retail industry, but also to adapt to Chinese consumption culture. Facing the complex operating environment, both companies need a long-term vision and commitment to strengthen their brand image and create values for their customers.
Recently, there have been a lot of discussion about China becoming the next innovation super power. A recent HBR blog “Get Ready for China’s Innovation Juggernaut” alerts the readers that China is making huge strides to transform themselves as an innovative nation. It uses examples that more than 100 million registered private enterprises in China; the Chinese firm Huawei was third among all companies in number of patents filed last year; and media conversation these days centers on when, not whether, China will produce a success story like Steve Jobs’. For the first time in 2009, four Chinese companies are listed in the 50 Most Innovative Companies ranking by Bloomberg Businessweek, while American companies on the list decreased from 35 in 2007 to 22 in 2009. All signs are pointing to the fact that China is going to become next innovation power house.
On the other hand, there are doubts existing about Chinese innovation capability. An earlier NPR report Plagiarism Plague Hinders China’s Scientific Ambition pointed out that 31 percent of papers with unreasonable copying and plagiarism. Blame lies in part with traditional Chinese culture, as many scientists believe, which values rote memorization and repetition and holds that copying a teacher’s work is a way of learning.
No one can deny the fact that Chinese government is pushing innovation with strong incentive policies. From WIPO data source, China is the only major country with increased Intellectual Property (IP) application in last two years when other countries experienced IP application decreasing because of financial crisis. We can argue that IP application only means quantity, not quality. However, we also see China has a dramatic increase in IP granted. Below graph illustrates Top 10 countries of IP granted according to WIPO data from 1995 to 2009.
Japan has been the leader of IP granted, followed by the United States. Korea surpassed Germany becoming the number third since 2004. However, China passed Korea in 2009 while Korea experiences a significant drop in IP granted since 2007. According to the NPR report, China is forecast to become the world’s leading innovator in 2011, overtaking the United States and Japan in number of patent filings.
There is no doubt that China is very good in enhancing current technology. However, the question lies whether China can create “disruptive” technologies or services, which can lead the market and build the brands, such as Apple, Facebook and twitter. Government policy motivates the number of IP application or grants, but perhaps majority of those innovation are incremental improvement and development, instead of breakthrough creations which can drive much more value for the business and the society.
Thus, come back to my question: will China become next innovation super power? To my knowledge, Chinese are still learning how to be more creative and more innovative. If China wants to become the most innovative nation, the government policy should drive a scientific culture which emphasizes quality, instead of quantity, with an innovative environment embracing patience, persistence and precision.
In the podcast episode of Harvard Business IdeaCast, Ranking the World’s Best CEOs, an interesting topic was discussed: Impact of having an MBA to CEOs’ performance. Apparently, because of the way of financial crisis, a lot of critiques have been made of MBA CEOs for destroying value rather than creating it, so the value of having an MBA is questioned.
The research included MBA as one variable into analysis of CEO performance. The data shows having an MBA giving CEOs a small edge. However, it doesn’t mean MBA education is correlated to CEO’s performance. Because MBA degree has been so incredibly wide spread that it’s common for people seeking a career in business to obtain a MBA. Hence there are more good and bad CEOs in general with MBA degree. The companies in trouble have many CEO with MBA just because there are more MBAs in the market now, and there are also many MBA CEOs delivering good performance.
I have a MBA so this analysis sounds a little bit funny to me. This podcast reminds me of an example from a company I worked for in the past. The company has a great business model with significant market share and growth rate. Nevertheless, the shareholders asked for a higher margin. The business involves a lot of repairing and recycling activities. In order to reduce the operating cost, the former CEO took a radical step to mandate a lower repair rate. In the short term, he achieved a rosy performance of achieving cost reduction. However, the products which were supposed to be repaired were delivered to the customers without proper repairing. It didn’t take too long for customers to notice the products with lower quality and switch to the competitors. As a result, the CEO was let go, but the damage of reputation and market share was difficult to remedy even when the company injected huge amount of money to improve quality. The former CEO has a MBA from a top-ranked program famous for its rigid ethical codes and catholic background. In this case, is his MBA degree a cause for his failure? I don’t think so.
A MBA degree is a great channel to enhance business knowledge and develop management skills through intensive study and team work. There are plenty of curriculums emphasizing the importance of ethics in every MBA program. Unfortunately, MBA degree can’t change the fact that many CEOs or businesses face pressure from shareholders, which sometimes results in unethical behaviors or decisions based on short-term benefits but hurting the business and their shareholders in the long term. Ultimately, with or without a MBA, human mentality and behavior are the critical variables to either create or destroy value.