INTEL IN CHINA

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INTEL IN CHINA
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INTEL IN CHINA

• High Context
• Indirect
• Strong Requirement for social harmony
• Open conflict Loss of face
• High Power Distance
• Highly structured and formal
• Longer task orientation and strategic perspective

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INTEL IN CHINA

• How do you explain Lis behavior?
• How do you explain Tangs actions to date?
• How would you handle the situation with Li? What
  specifically would you do and why?
• Do you believe the incident with Li was
  indicative of broader internal communication
  difficulties and, if so, what could tang do about
  it?
• Tang largely ignores his rank or his experience
  in the U.S. And hopes that by making it a
  non-issue it perpetuates a feeling that he is
  one of a bunch of Intel employees, working hard
  to avoid dissonance in relationships. How
  realistic do you consider this attitude to be in
  dealing with the potential for cross-cultural
  conflict? Why?

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INTEL IN CHINAIMPLICATIONS

• Leaders must carefully develop a process to
  introduce themselves to a new division
• Leaders must maintain an ongoing commitment to
  developing relationships on an individual level
  with each individual in their department
• An internal communications strategy can save time
  by avoiding conflict and dysfunctional
  interpersonal dynamics
• Leaders must consider the impact of both
  organizational and national culture on employees
  responses to their actions and decisions.

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INTEL IN CHINAIMPLICATIONS

• Assume differences until similarity is proven
• Practice Empathy
• Treat interpretations as a a working hypothesis
• Learn about the cultures you are working with