Primerjalna analiza izbranih evropskih, azijskih in latinskoameriških poslovnih kultur

diplomsko delo

Karmen Klampfer (Avtor), Romana Korez-Vide (Mentor)

Povzetek

Posledica globalizacije so različne poslovne situacije, doma ali v tujini, ki zahtevajo znanje o poslovnih kulturah. Resnično razumevanje medkulturnih razlik in različnih poslovnih praks postaja za podjetja izjemno pomembna konkurenčna prednost, zato smo navedli poglavitne značilnosti oziroma posebnosti poslovanja na Nizozemskem, v Indiji in v Čilu. Vsaka od teh kultur je edinstvena in ne obstaja absoluten način, kako se bodo ljudje v določeni situaciji obnašali. Posploševanje s stereotipi zato ni pravilen način razumevanja kulture. Izogibati se je treba tudi lastni kulturni pogojenosti in predsodkom ter se raje pripraviti na poslovanje s tujo kulturo. Za učinkovito soočenje s konfliktnimi situacijami in poslovnimi izzivi v različnih kulturnih kontekstih je potrebna medkulturna inteligenca. Ugotovili smo, da so največje razlike med obravnavanimi kulturami v dojemanju časa. Nizozemcem je pomembna točnost, saj dnevni red natančno in učinkovito načrtujejo in od njega ne odstopajo. Čilencem je tudi pomembna točnost, ampak poslovni sestanki niso v linearnem zaporedju in se lahko podaljšajo. V poslovanju z Indijci je treba biti prilagodljiv in potrpežljiv, saj se sestanki lahko spremenijo. Razlike se pojavljajo tudi v usmerjenosti na odnos ali na nalogo. Nizozemcem so pomembna dejstva, številke in dokazi, o katerih lahko razpravljajo in se odločajo dolgo časa, dokler ni dosežen konsenz. Čilenci potrebujejo informacije, ampak sta jim tako kot Indijcem pomembnejša zaupanje in odnos. Zato zasebnost in poslovnost prepletajo in tudi čustva so dobrodošla. Razlike se pojavijo tudi v formalnosti. Čilska in indijska kultura sta bolj formalni v naslavljanju in poslovnih oblekah kot nizozemska kultura, kjer hitro preidejo na neformalno komunikacijo po imenu in tudi oblačijo se manj formalno. Za nizozemska podjetja je značilno timsko sodelovanje, a je hkrati vsak posameznik pomemben in enakovreden. V Čilu se vedno bolj poudarja avtonomija posameznika, vendar so v poslu še vedno prisotne paternalistične prakse, tako kot v Indiji. Ženske so v vseh treh državah priznane kot poslovne partnerke, a še vedno z neenakimi možnostmi, kar je najbolj izraženo v Indiji. Priporočljivo je, da nas predstavi tretja oseba, posebej v Indiji in Čilu. Za uspešno poslovanje je v vseh treh državah treba čim večkrat obiskati podjetja ter uporabiti posrednika za urejanje lokalnih zadev in večjo prepoznavnost. Pogodba je pisna v vseh treh državah, ampak v Indiji lahko pride do vnovičnega dogovora. Razlike so tudi v dotikih in pogledu v oči. Oboje je dobrodošlo v Čilu, v Indiji nič od tega, na Nizozemskem pa samo pogled v oči, brez dotikov. Za uspešen posel sta zato ključnega pomena spoštljivost in tolerantnost do drugačnih pogledov, navad in stilov poslovanja tujih kultur. Podjetja oziroma podjetniki so na tujih trgih soočeni s potrebo po fleksibilnosti in ustreznem prilagajanju, kar je pogoj za kohezivno in vzajemno delovanje v korist vseh udeležencev ter za prijetno, torej nekonfliktno sodelovanje.

Ključne besede

poslovna kultura;medkulturna komunikacija;medkulturne primerjave;medkulturne razlike;Nizozemska;Indija;Čile;

Podatki

Jezik:	Slovenski jezik
Leto izida:	2015
Tipologija:	2.11 - Diplomsko delo
Organizacija:	UM EPF - Ekonomsko-poslovna fakulteta
Založnik:	[K. Klampfer]
UDK:	005.57:316.722
COBISS:	12010012
Št. ogledov:	1260
Št. prenosov:	4
Ocena:	0 (0 glasov)
Metapodatki:

Ostali podatki

Sekundarni jezik:	Angleški jezik
Sekundarni naslov:	ǂA ǂcomparative analysis of selected European, Asian and Latin-American business cultures
Sekundarni povzetek:	As a result of globalization there are different business situations at home or abroad, which require knowledge of business cultures. Truly understanding of cultural differences and different business practices is becoming extremely important competitive advantage for companies. Therefore we indicate the main features and peculiarities of business in the Netherlands, India and Chile. Each of these cultures is unique and there is no absolute way, how will people behave in a given situation. Therefore, the generalization with stereotypes is not the correct way of understanding culture. It is also necessary to avoid cultural prejudices and conditionalities and be prepared for doing business with a foreign culture. In order to deal effectively with conflict situations and business challenges in different cultural contexts the intercultural intelligence is required. We found that the greatest differences among the discussed cultures are in the perception of time. For the Dutch it is important accuracy, because they plan the agenda accurately and efficiently and do not deviate from it. To Chileans is also important accuracy, but business meetings are not in a linear sequence and may be renewed. In dealings with the Indians we need to be flexible and patient, because meetings may change. Differences also occur in the direction on the relationship or on the task, to Dutch are important facts, figures, evidence of which can be discussed and decided a long time, until consensus is reached. Chileans need information, but to them are just as Indians increasingly important confidence and attitude. Therefore, they combine the privacy and business, even the emotions are welcome. Differences also occur in formalities Chilean and Indian culture are more formal in address, as well as in business suits, than the Dutch culture, where they quickly switched to informal communication by name and dress less formally. In Dutch companies is teamwork characterized, but at the same time each individual is valued and equal. In Chile increasing emphasis on the autonomy of the individual, but there still are present paternalistic practices, as well as in India. Women are in all three countries recognized as business partners, but still with unequal opportunities, most notably in India. It is recommended to be present by a third party, especially in India and Chile. For a successful business is required in all three countries, a lot of visits to companies and use of an intermediary to regulate local affairs and for greater visibility. The contract is written in all three countries, but in India there may be a re arrangement. There are also differences in touch and looking in the eyes, both are welcome in Chile, in India, none of this, in the Netherlands, just look in the eyes, without touching. For successful business is therefore crucial, respect and tolerance to foreign cultures different views of habits and styles operations. Companies and entrepreneurs in foreign markets faced with the need for flexibility and appropriate adaptation, which is a condition for a cohesive and reciprocal interaction in the favor of all participants and pleasant, therefore no conflict cooperation.
Sekundarne ključne besede:	intercultural differences;national business culture;the Netherlands;India;Chile;intercultural intelligence.;
URN:	URN:SI:UM:
Vrsta dela (COBISS):	Diplomsko delo
Komentar na gradivo:	Univ. v Mariboru, Ekonomsko-poslovna fak.
Strani:	67 str.
ID:	8706949