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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Lost in Translation
內容大綱
People vary enormously in how they perceive and respond to failure, and those perceptions and responses are shaped by the cultures in which they grew up or now work. Western multinationals are sinking a huge amount of money into India, China, and Brazil, and emerging giants in those countries are setting up operations in world markets as well. Any business with global aspirations must take seriously cultural differences in general and around failure in particular. Drawing on the findings of a global survey that has been ongoing for 30 years, Trompenaars and Woolliams have identified the dimensions along which people from various cultures differ regarding failure. They discuss the five most important of those dimensions: (1) Do we view our environment as internally or externally controlled? (2) Which is more important-rules or relationships? (3) Are failures the responsibility of the individual or of the team? (4) How much do we identify with our failures? (5) Do we grant status according to performance or to position? The authors describe how some forward-looking companies are managing to reconcile cultural differences to create a powerful platform for innovation.