What is cross cultural risk, cross cultural negative impact

The cross-cultural risk of the strategic alliance of multinational corporations is the possibility that the actual income of the multinational corporation in the alliance will deviate from the expected profit target due to the cultural conflict caused by the cultural differences of different places, different organizations and different nationalities in the process of cross-cultural operation and management of multinational corporations across regions, nationalities, political systems and transnational entities.

The evolution of cultural differences into cultural risks also requires certain external conditions—market competition, which is reflected in market competition, and its generation and effect are inseparable from the market. It is precisely under the market competition mechanism that cultural differences can be transformed into cultural risks. International enterprises need to compete with other enterprises, especially local enterprises, in different cultural environments, and only under the conditions of market mechanism can cultural differences have an adverse impact on the business results and the realization of business objectives, which is manifested as cultural risk.

Key characteristics of cross-cultural risk.

Cross-cultural risks vary depending on the degree of internationalization of the strategic alliance. Cross-cultural risks in alliances are specific culture-related risks that occur in alliances of multinational corporations. When the alliance enters the international market, the impact of cross-cultural risk on the operation of the multinational companies in the alliance is clearly reflected.

From simple direct exports to large-scale investments in overseas markets, cross-cultural risks become more and more significant as companies continue to operate across borders.

Cross-cultural risk works through specific, specific people. The importance of cross-cultural risk is recognized by many in the business world. Cross-cultural risk works through specific, specific people, including allies, employees, and customers.

In addition, cultural risk is also manifested in the possibility of cultural conflicts between employees from different cultural backgrounds within international firms, and between international firms and consumers in host countries. Of course, collaborators, employees, and customers usually do not act in isolation, but in most cases interact with each other.

Cross-cultural risks coexist with culturally induced advantages. Risk is uncertain, and its possible outcomes include both losses and gains. Cross-cultural risks can lead to losses as well as additional benefits based on potential advantages.

Cross-cultural risk refers to the risk that arises in the process of mutual opposition and mutual exclusion between different forms of culture or cultural elements, which not only occurs in cross-border and cross-regional business, but also within the enterprise because employees belong to different cultural backgrounds.

It refers to the uncertainty of the impact of the differences in language, customs, values, religious beliefs and other aspects between the countries of the core enterprise and the host country on the cross-border operation of the enterprise.

Negative cross-cultural influences: Prejudices, preconceived feelings of favor or dislike of a culture, are not conducive to objective understanding and integration into the cultural atmosphere.

Cross-culturality is a culture that crosses the boundaries of different countries and nationalities, cultural differences between different nations, countries and groups, and is an interactive relationship between people who experience cultural belonging by crossing the system.

Cross-cultural definition: have a full and correct understanding of cultural phenomena, customs, habits, etc., which are different or in conflict with the national culture, and accept and adapt them with an inclusive attitude on this basis.

Theoretically, the so-called cross-cultural refers to the interaction in which "participants do not only rely on their own **, habits, concepts and behaviors, but also experience and understand each other's **, habits, ideas and behaviors of all relationships."

From the perspective of cultural theory, cultural identity refers to the belonging and acceptance of a specific culture by a human group or individual It has a specific orientation of cultural values The so-called "cross-culture" refers to the culture that crosses the boundaries of different countries and nationalities.

Interculturality refers to the interaction between groups with two or more different cultural backgrounds. Moreover, the labour which produces commodities does not refer to labour of various useful natures embodied in the product of labour, but to common human labour.

Chinese and foreign repentance, guess what are the differences between the bibi style and the lack of travel.

The connotation is not the same.

Intercultural sensitivity is one of the components of intercultural communication, which is the subjective willingness of people to stimulate their own understanding, appreciation and acceptance of cultural differences, and the level of cross-cultural sensitivity directly affects the effect of intercultural communication.

Cross-cultural consciousness refers to "the communication and interaction between individuals or groups of different nationalities and cultures." In layman's terms, we refer to "the specific thinking that people with different cultural backgrounds have in the process of communication, or the national cultural thinking, which can ensure that the communicator can communicate accurately." So what is the role of "intercultural awareness" for students, human communication is carried out through language, whether or not to have "intercultural awareness" and master intercultural communication skills is extremely important for students, without the correct "intercultural awareness" can not communicate at all.

As foreign language teachers, we should try our best to introduce the target language culture as comprehensively as possible in teaching, prevent students' cultural stereotypes, regard cultural equality, and abandon cultural discrimination.

Depending on the degree of compatibility of different cultures, it can be divided into the following two strategies:

Parallel compatibility strategies for cultures. This is the highest form of cultural compatibility and is customarily referred to as "cultural complementarity". That is, the culture of the home country is not used as the main culture in foreign subsidiaries.

In this way, although there are huge cultural differences between the home country and the host country culture, they are not mutually exclusive, but complement each other, and at the same time operate in the company's operations, so that the advantages of cross-culture can be fully utilized.

Conceal the peaceful compatibility strategy of the main cultures of the two. That is, managers deliberately blur cultural differences in business activities, hide the main culture that is most likely to lead to conflict between the two cultures, and preserve the relatively prosaic and insignificant parts of the two cultures. So that people with different cultural backgrounds can live together in the same company, even if there is a difference of opinion, it is easy to compromise and coordinate through the efforts of both parties.

It is a relatively extreme cross-cultural management strategy, which is that when global marketing enterprises make foreign direct investment, they directly force the corporate culture of the parent company into the foreign branch, and eliminate the local culture of the foreign branch, and the foreign branch only retains the corporate culture of the parent company. This method is generally used when there is a strong and weak cultural contrast, and the local consumer can fully accept the culture of the parent company, but in practice, this model is very rarely used.

In short, when conducting cross-cultural management, global enterprises should choose their own cross-cultural management mode on the basis of fully understanding their own corporate culture and foreign culture, so that different cultures can be best combined, so as to form their own core competitiveness.

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