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Bachelor Thesis from the year 2016 in the subject Economics - Case Scenarios, grade: 2,6, University of Applied Sciences Koblenz (Wirtschaft), language: English, abstract: This paper tries to determine the main differences between Germany and Singapore and to answer the question what Germany can learn from Singaporean business culture. Since the world is becoming more and more multicultural, international and connected, cultures and their components change over time. Modern companies of today, who are looking to do business in Europe and Asia are most successful when building up regional headquarters rather than focus on a specific market with country-specific headquarters. In the past, Singapore became the predominant location for regional headquarters in Asia (especially South-East Asia) for various reasons. The former British colony provides all necessary aspects to attract foreign direct investments in conjunction with an English speaking environment. As of today Singapore became one of best and easiest countries to do business with in conjunction with a stable political environment. The counterpart in Europe for Singapore is the export-oriented Germany. After its reunification in 1990, Germany became the strongest economic power in Europe and one of the strongest worldwide. With the focus on export to all continents, it is necessary to build up headquarters around the world to maximize the effectiveness. Today, about 1400 German firms are located in Singapore, which makes them an important partner. Since multinational companies become bigger and more involved in different sectors, success in business will inevitably demand a change of corporate and business culture. Therefore it is important to understand foreign cultures and business cultures to better adapt to the foreign culture. Additionally improvements of other business cultures can be used and implemented into the own business culture.
This study addresses the corporate cultural practices of German companies in the host country Indonesia from the perspective of Indonesian employees, managers and German expatriates. The focus is on the intercultural challenges that arise in the practice of daily cooperation between Indonesian and German organizational members. Using qualitative methods, the study examines how these challenges are viewed and managed by organizational members, what cultural differences are evident in them and how these differences can be explained, and finally, what strategies can be used to overcome the challenges in everyday business. This ethnographic study is based on interviews with Indonesian and German organizational members, analysis of internal company journals and newsletters, and observations collected by the author as a "professional stranger" at Indonesian sites of German multinational companies. The study concludes that four cultural issues are fundamental factors in the corporate culture of German companies in the host country Indonesia: first, the implementation of a culture of integrity; second, issues of leadership in a hierarchy-driven social environment; third, the daily use of language and the flow of information in a multilingual professional environment; and finally, the creation and maintenance of harmonious, family-like working relationships.
The business culture in Germany presents a fascinating picture in the mid-1990s. Attempts are still being made to introduce into eastern Germany the beliefs, attitudes and core values of the business culture which have been responsible for so much success and prosperity in the west - but have for many years been culturally rejected by the east. In his new book, Collin Randlesome identifies strengths and conservatism as two of the most powerful of these western values. Collin Randlesome identifies strength and conservatism as two of the most powerful of these western values and he suggests they find their general expression in: *a social, rather than a free market economy *a solid manufacturing base *a strong emphasis on research and development in industry *concern for the physical environment *a nurturing, long-term view of business. Criticism of German companies has often focused on the less tangible aspects, however, such as a tendency to be product-led and an aversion to risk and the spirit of enterprise. Eastern Germany has developed in a very different direction, and the author examines the effects of introducing western values here, as well as the conflicts and contrasts that have arisen. Perhaps the most fascinating aspect of this merging of cultures is the reaction to the integration process by Germans themselves. The differing responses of people in both western and eastern Germany are recorded in detail.
'Why they are complaining?' 'Why do they treat me this way?' 'Why are they offending my team?'Intercultural misunderstandings are a pain. Fact-oriented cultures and relationship-oriented cultures clash. They have different styles of communication, different views on the same things, and contrary core values. The Germans are fact-oriented. Their habits make doing business with them a challenge. This book educates managers and professionals on how best to work with Germans and helps them avoid intercultural misunderstandings. It reveals the three key characteristics for consideration to make business with Germans a success: directness — adherence — commitment.
Learning and Teaching Across Cultures in Higher Education contains theoretical rationale, resources and examples to help readers understand and deal with situations involving contact between learners or educators from different cultural backgrounds, as well as giving insights into the new global context of higher education.
This highly practical book explains how executive teams in global companies can work together to successfully drive change, enable fast growth or restructure the business. It demonstrates a clear correlation between team development and business results and even deals with special issues for teams in the not-for-profit sector and emerging markets.
'Why they are complaining?' 'Why do they treat me this way?' 'Why are they offending my team?'Intercultural misunderstandings are a pain. Fact-oriented cultures and relationship-oriented cultures clash. They have different styles of communication, different views on the same things, and contrary core values. The Germans are fact-oriented. Their habits make doing business with them a challenge. This book educates managers and professionals on how best to work with Germans and helps them avoid intercultural misunderstandings. It reveals the three key characteristics for consideration to make business with Germans a success: directness -- adherence -- commitment.
Demonstrates how to get your communications right internationally and ensure that meetings, both face-to-face and virtual, go according to plan. This work provides a framework for understanding any culture in the world, offering strategies and tactics for getting people from different countries on your side.
Cultural Values and Entrepreneurship aims to broaden and deepen our understanding of which elements of ‘culture’ influence, or are influenced by, entrepreneurial activity. Differences in entrepreneurial activity among countries, and regions within those countries, are persistent and cannot be fully explained by institutional and economic variables. A substantial number of these differences have been attributed to culture, and it is clear that some socio-cultural practices, values and norms are more conducive to driving or inhibiting entrepreneurial intentions and activity. However, we need to dig deeper into ‘how’ and ‘why’ cultural practices, and underlying values and norms, matter in entrepreneurial action, in order to more fully understand the complexities of the processes, without making cross-cultural or cross-national generalisations. Unique cultural, national, and institutional contexts present different practices in terms of opportunities and challenges for driving entrepreneurial action. The contributions in this book consider some of the many different facets of the culture-entrepreneurship relationship, and offer valuable insights to our understanding of the field. This book was originally published as a special issue of Entrepreneurship & Regional Development.
As the level of globalization in business relationships rises, the importance of questions and problems pertaining to intercultural communication increases more and more. This gives rise to new tasks for the social sciences, which can only be successfully performed through interdisciplinary cooperation in the sense of area-studies. Between 1995 and 2002 for area, the Bavarian research network for area-studies, drew together numerous members of the scientific community who are specialized in the social sciences to pursue previously unresearched topics in areas of overlap of business and culture as exemplified in non-European regions. The most important results are collated here.