Ch4 - Chapter 4 Parochialism: people do not recognize that...

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Chapter 4 Parochialism: people do not recognize that others have different ways of living and working Ethnocentric attitude: managers believe that people in foreign countries do not have the needed skills, expertise, knowledge, or experience to make the best business decisions as people in the home country do; wouldn’t trust foreign employees with key decisions or technology. o Home country: the country in which the company’s headquarters are located Polycentric attitude: Manager view every foreign operation as different and hard to understand; likely to leave their foreign facilities alone and let foreign employees figure out how best to do things o Host country: the foreign country in which the organization is doing business Geocentric attitude: managers believe that it’s important to have a global view both at the organization’s headquarters in the home country and in the various foreign work facilities o Major issues and decisions are viewed globally by looking for the best approaches and people regardless of origin Forces that shape global trade: regional trading alliances and the World Trade Organization o Regional trading alliances: EU, NAFTA, ASEAN EU: primary motivation was to reassert their economic position against the strength of the United States and Japan Types of multinational corporations: multidomestic, global, and
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Ch4 - Chapter 4 Parochialism: people do not recognize that...

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