person a North American, British, Dutch, German or Scandinavian is wise to take much longer than usual when visiting a particularist culture. Particularists get suspicious when hurried. At least twice the time normally necessary to establish a contractual agreement is necessary to forge what has to be a closer relationship. It is important to create a sound relational and trustworthy basis that equates the quality of the product with the quality of the personal relationship. For example, Rolls-Royce issued a deadline to Toyota to make an acquisition offer and Toyota promptly withdrew.
An acquisition process takes a considerable amount of time, but for particularists, the time taken to grow close to your partner is saved in the avoidance of trouble in the future. If you are not willing to take time now, the relationship is unlikely to survive vicissitudes.
The role of head office
In those western countries that are high in universalism, the head office tends to hold the keys to global marketing, global production and global human resource management. My own experience, though, is that within more particularist national cultures, the writ of the head office fails to shape local ways of operating. Different groups develop their own local standards that become the basis of their solidarity and resistance to centralised edicts.
Particularist groups seek gratification through relationships, especially relationships to the leader. Generally, the more particularist the cu英语论文网 【http://www.51lunwen.org】lture, the greater the commitment between employer and employee. The employer in these cultures strives to provide a broad array of satisfactions to employees: security, money, social standing, goodwill and socio-emotional support. Relationships are typically close and long-lasting. Job turnover is low and commitments to the labour force long-term. The local chief wishes all this to rebound to his or her own credit, not that of the foreign owner.
What frequently occurs is that foreign-based subsidiaries will pretend to comply with head office directives, which leads to a kind of ritualistic corporate rain dance. They will go through the motions so long as they are under scrutiny, but they do not believe that rain will result. As soon as the attention of head office is diverted to other matters, normal life proceeds.
International marketing
The impact of culture has long been recognised by marketing professionals in internationally operating organisations. And it goes far beyond the recognition of the limitations of a universal language for use in advertising and branding. Notorious are the examples of the of GMs introduction of the Chevy Nova in Mexico, not realising the no va means doesnt go in Spanish. Another example was Procter and Gambles introduction of the US Pampers brand in Japan. Through this universal approach, it quickly gained market share of 10% but this was almost completely lost when Japanese competition came in with a much thinner version. Japanese m
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