Cultural Distance Essay

Pages: 10 (3242 words)  ·  Bibliography Sources: 14  ·  File: .docx  ·  Level: Master's  ·  Topic: Business


This means it would be less expected to acknowledge a higher organizational culture as McDonalds (Tallman, 2007). In any case, the popular fast food organization devised a workable plan to succeed and survive the Nippon market courtesy of some strategies.

The first issue of the company was that the Japanese social order is well-known for consuming rice throughout the day as a "filling" dish. As a result, McDonald's presented new items made of rice in the business sector, such as Chinese fried rice, curried rice with a fried egg burger and chicken. After the launching of these new items, the organization devised a workable plan to be considered from the Japanese social order (Parvis, 2007). Besides Japan, there is a hoisted feeling of commonality, something that is not incorporated into the McDonalds brand like in different nations like Italy or Spain. Regardless, the organization needed to do something to get around this cultural issue and, accordingly, it began providing its restaurants with tables and seats where the Japanese could eat and hang out as being home. Another issue emerged when the Japanese social order viewed the ordinary burger as a nibble and not overall dish. McDonalds actualized a great strategy by taking this misleading observation and transformed it into a competitive advantage to create a place suited for young individuals who need to get a quick meal and hang out for a while (Sarstedt, Schwaiger & Taylor, 2011).Download full Download Microsoft Word File
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TOPIC: Essay on Cultural Distance: How Is it Assignment

This situation slightly changed in the state of Hong Kong. Consistent with Hofstede's model of Power Distance nations, Hong Kong has been appraised a little more than Japan (68) which, as a result, portrayed this nation as extremely open to centralized organizations as the American McDonalds (Wagner, 2009). In fact, People of Hong Kong were now acquainted with a concept of a fast food market. Regardless of this, McDonalds was skeptical about spreading its organization's qualities into this Asian market. McDonalds' first move was to leave the reputation of the organization in its original language without any interpretation. Furthermore, the founder of the restaurant in Honk Hong, Daniel Ng, decided on a smart solution, which comprised of transliterating the name. Transliteration is an exceptional strategy to escape a cultural interpretation issue. It renders the English sound of the word into Chinese characters, without running into the issue of translating the importance of the statement. It might be an extreme undertaking to avoid. The strength that McDonalds utilized depended on not infringing the organization's qualities to the locals, but on molding its organizational culture with specified end goals to get approval from them (Parvis, 2007).

China, in Hofstede's Power Distance graph, has been evaluated with an exceptionally high score (80). In this way, McDonalds' issues had nothing to do with the acclimatization of an incorporated organizational culture (Curry, 2009). What happened in Beijing was the image of cultural contrast an enormous organization, like McDonalds must consider: Despite having entered the Chinese business sector, McDonalds was not ready to pass on the values of its work to the locals, and hence could not get rid of the rivalry. Although the Chinese individuals were acquainted with the fast food chain, they did not think of it as part of their cuisine culture. After years, they continued seeing it as an American brand in Chinese domain. This was not a competitive advantage whatsoever. Political, ideological, and economic distinctions were a snag for an American brand, which was operating in the Chinese market. The determination of this issue lied in the way that the organization needed to begin blending increasingly with the local culture, evading to stress its "Americanism" solidly (Curry, 2009). With this understanding, McDonalds started to present Chinese traditional foods in its menu with a defined goal to show the Chinese populace its adaptation to use and respect the regional food culture. As such, all the restaurants were decorated using Chinese paper-cuts designs. Along these lines, clients started to believe the brand and see it from an alternate point-of-view. KFC needed to follow this same way to become profitable in the current Chinese market.

Managing Adaptation to Cultural Distance

Concentrating on cultural similarities is restricted to decrease the need for variation. The simplest approach to do this is by centering operations in areas with increasingly comparative cultures. While serving members of an organization's, the host nations can ease entrance into new markets by lessening the cultural separation that must be crossed to arrive at local customers. Internally, utilizing expatriates in some defined roles additionally mirrors some focus (Young & Nie, 2006). Hiring an expatriate as a country finance director lessens the extent for potential cultural identified misconceptions around delicate financial matters and reflects the trends of trust we have explored. Externalization, such as through joint ventures, is a way that organizations can reduce the expense of adapting to local cultures. Collaborating with local firms will give access to local cultural comprehension, business systems, among others, that might be expensive and tedious for a foreign organization to advance on its own (Baumu-ller, 2007).

With the assumption that the partners can set up a viable interface to address cultural contrasts in managing the organization, an expanded cultural congruence may be enhanced. Moving past joint ventures, organizations can acquire foreign firms, gain access to local knowledge, and acquire direct managerial control. However, the demand to have companies realizes sufficient cross-cultural ability to integrate and manage acquired firms tends to be challenging. An alternate approach to minimize the need for variety is to promote a solid corporate culture (Curry, 2009). By attracting and developing representatives and clients who are attracted to a specific corporate culture, the need to react to national cultural contrasts could be diminished. In addition, it is paramount not to place a lot of certainty in a typical corporate culture overpowering national cultural distinctions. It should be remembered that Hofstede's unique investigation occurred within a single organization -- IBM -- and still uncovered expansive cultural contrasts (Marinov, M2012).

Moreover, investigation by Andre Laurent demonstrates that carrying workers from distinctive cultures together in the same organization may truly reinforce rather than mitigate national cultural distances among them. Comprehensively, an association can likewise enhance its proficiencies for bridging cultural contrasts. Investing in cultural diversity training and hiring fro adaptability can enhance workforce capacities and adaptability. Exposure to a deeper experience with foreign cultures and locations through travelling, participation in international teams and expatriation can educate and develop these sorts of capacities (Sarstedt, Schwaiger & Taylor, 2011). For numerous organizations with high growth targets in foreign jurisdictions, expanding the cultural diversities of their administration groups might as well additionally be a necessity. On the other hand, firms as of now make just minimal utilization of this source cultural capability (Young & Nie, 2006.

In pondering how far to push deliberations to adjust to local cultural conditions, it is likewise critical to account for industry aspects that reduce or increase sensitivity to cultural distinctions. Usually, organizations that offer directly to customers are less sensitive to cultural contrasts. Service ventures are ordinarily more sensitive to cultural contrasts than businesses focusing on selling tangible products. Hence, while they offer to different organizations, most sorts of IT services are quite sensitive to language contrasts. Conversely, industrial machinery tends to be sensitive to cultural separation. This is one variable that aides clarify the worldwide success of Germany's small stand firms in large sectors in spite of the fact that they have fewer resources for cultural acclimatization than large corporations (Kleindl, 2007).


This study has offered an overview of the models used in analyzing cultural diversity in the context of multinational corporations. The paper has incorporated three major models: Turner and Schwartz, Hofstede's, and Trompenaar's valued inventory (Sarstedt, Schwaiger & Taylor, 2011). Their investigations center on identifying cultural distances among persons living across the globe. This paper has highlighted the most relevant usage of the three methods. Giant corporations operating in different countries must study and analyze the cultures of the locations they intend to undertake their business operations. Culture is a critical success factor because it increases cash flow and popularity. Companies like McDonalds's are using cultural diversity approaches to analyze all the cultural variables they will be running into and plan to address them by implementing the most effective strategies (Sarstedt, Schwaiger & Taylor, 2011).

Cultural distances are present and will continue to persist while drawing various challenges for multinational corporations. Companies that manage adaptation effectively will be able to attain congruence in the different cultures where they operate. This will enable them extend their major sources of competitive advantage across the borders. In some cases, firms may even make cultural diversity their primary source of competitive advantage. While This paper has stressed cultural distances that are always underappreciated, it has also taken note of cultural similarities. Low and high power distance cultures reflect the regular challenges on how human beings… [END OF PREVIEW] . . . READ MORE

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How to Cite "Cultural Distance" Essay in a Bibliography:

APA Style

Cultural Distance.  (2013, October 16).  Retrieved August 3, 2021, from

MLA Format

"Cultural Distance."  16 October 2013.  Web.  3 August 2021. <>.

Chicago Style

"Cultural Distance."  October 16, 2013.  Accessed August 3, 2021.