Research Proposal: Management Problem Identification Expanding the Business Overseas

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Expanding Business Overseas

Global expansion of high-growth businesses is often done by default through intuitive or even anecdotal research, rather than by evaluating the alignment of a given firms' core strengths and cultural values to other nations' cultures. Yet this is precisely what the consultancy must do; it must look to cultural frameworks to provide insights into which nation is the best potential candidate to launch their business and software application into. Hong Kong, Singapore, the U.S., Canada, the United Kingdom and France have all been mentioned as potential foreign markets of interest. Within each of these regions there are cultural nuances and differences that defy anecdotal analysis. What the consultancy needs to do is evaluate these nations from a cultural fit standpoint to ascertain the relative levels of risk before investing in a full-scale introduction of the firm and its software application into these nations. The Cultural Dimensions Model of Hofstede (1993) has been used specifically for this purpose in the past. This model captures the broad dimensions of doing business aboard (Heijes, 2007) and can be a framework the consultancy can use often to define their strategies for global expansion. For the consultancy to attain the role of trusted advisor in any of the nations they serve, they need to have significant insight into cultural, individual, and societal factors that will directly influence their success or failure in any new region or country (Davis, Lee, Ruhe, 2008). This is particularly relevant in software development and engineering (Cater-Steel, Toleman, 2008) as the pace of change is so much more rapid and requires intercultural communication.

Literature Review

In evaluating which specific nations to expand into with their self-assessment software, the consultancy needs to look beyond congruency or alignment and also seek to find nations that over time will deliver significant competitive advantage as well (Shriberg, Kumari, 2008). This can be accomplished through the use of cultural frameworks that also include an assessment of attributes that measure interpersonal, collaborative and cultural factors (Tang, Koveos, 2008). The value systems measurements as created in the Hofstede Cultural Dimensions Model specifically address this issue of gaining insights into national and organizational value systems (Hofstede, 1985).

The Hofstede Cultural Dimensions Model (Hofstede, 1983) is specifically designed to quantify the differences between two national cultures. Dr. Geert Hofstede specifically created this framework to measure cultural variations between nations with the intent of assisting IBM executives assimilate faster into cultures other than their own. The Five Cultural Dimensions that comprise the model include the Power Distance Index (PDI), Individualism (IDV), Masculinity, (MAS), Uncertainty Avoidance (UAI), and Long-Term Orientation. The most significant differences are in the IDV Dimension, which is the extent to which individuals are integrated into groups. This factor varies significantly across regions of the world and has been the one factor that has led to the most critical assessment of the Hofstede Five Cultural Dimensions Model (Blodgett, Bakir, Rose, 2008). Hofstede (1983) has noted that the higher the IDV score the more there is a strong sense of individuality throughout the given country. Conversely, the lower the score, the greater amount of collectivism or strength of group affiliation within a given nations' culture. This is critically important for the consultancy to understand, as the self-assessment software will tend to do better in those nations with a high score on the IDV dimension of the model. As a result of the IDV metric having such a significant role in the data set, it is considered to be one of the best predictors of the level of egalitarianism present in a given nation or not. For the consultancy, this is also important to keep in mind as to the extent there are entire segments of a given nation taking their self-assessment software tests is the extent to which word-of-mouth… [END OF PREVIEW]

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Management Problem Identification Expanding the Business Overseas.  (2009, April 28).  Retrieved December 11, 2019, from https://www.essaytown.com/subjects/paper/management-problem-identification-expanding/9162

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