A First Time Expatriates Experience in a Joint Venture in China

1788 Words Jan 10th, 2008 8 Pages

In the reading "A first time expatriates experience in a joint venture in China" we have come to understand the nature and structure of the joint venture between the U.S.A. and China and the role that James Randolf played to strengthen and maintain the international partnership.

Controls Inc. was a subsidiary of the parent company Filtration Inc. and so was shielded from any outside competition. When Controls Inc. was given the charter to pursue its own business they realized the need for being cost effective as a result of which they started an operation in Singapore with the name Controls Asia-Pacific with the prime objective to have a presence in the region and to study and evaluate any possibility of a joint
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Control Inc. needed to reevaluate this aspect of the management to adapt to the situation in order to successfully maintain the joint venture.

The culture at Filtration Inc was more organic and liberal with emphasis given on a humanistic approach. Its expatriate employees enjoy updates and benefits from the parent company and were informed of the company's goal. They also interacted with each other on a regular basis and exchanged knowledge to adapt to the new environment. Control Inc and Control Asia Pacific both had a more mechanistic structure; with excessive formalization of policies and paperwork, the focus was on the end result rather than a humanistic approach.

In China, the cultural norms traditionally demanded a more bureaucratic approach with high level of power distance, low individualism, low uncertainty avoidance, and low masculinity. Employees were expected to be less open to new ideas, more focused to the goal, adaptive, resilient and calm. The value of "face" placed utmost importance in the Chinese culture and this was incorporated in both personal and corporate lives of the employees.
Considering the local culture (a bureaucratic system), informed leadership and direct interaction with the employees, could improve productivity and effectiveness. James had capitalized on the requirement of a people orientated approach, rather than an outcome

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