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Anxious Tiger, Leering Dragon: The Indian and Chinese influence Latin-American Management style Abstract Overview of the

workshop Background:

Economics experts and various studies conducted across the globe envisage India and China to rule the World in the 21st century. Clearly, emerging multinationals from China and India are coming into being as new global players in a number of world industries as suppliers of goods and services. The main motivation of both Indian and Chinese MNCs from service and manufacturing sectors seems to be gaining access to overseas market. The ability of a country to attracts FDI by emerging multinationals is generally postulated to be depend upon different types of locational advantages that it possess in relative to that of other competing countries and if these locational advantages matches the requirements of emerging country firms. Since multinationals from India and China are often argued to be motivated to access new markets, intangible assets and natural resources (Pradhan, 2008d; Balasubramanyam and Forsans, 2009; Deng, 2004; Kaartemo, 2007) host countries possessing relatively large domestic markets and high growth, greater scale of technological and skill endowments and large sources of natural resources like oil, gas, iron ores, metals, etc., are likely to attract more FDI by these emerging multinationals. China and Latin-America has been a symbol of strengthening ties between developing economies, but India, too, is now looking to increase its footprint in the region. More and more Indian companies are looking to do business in Latin America as they seek exposure to growing markets. China's and Indias interest in Latin America is significant and expanding. The region has become a vital source of raw materials and foodstuffs for these countries. In the past six years, Chinese imports from Latin America have grown more than six fold, or by nearly 60 percent a year. Beijing also faces a major political challenge in the region: of the 26 countries that recognize Taiwan, 12 are in Latin America or the Caribbean. The second factor is that many Latin American countries have become more self-confident and bent on asserting their diplomatic independence. That is either because they have achieved economic stability and more robust democracies, or because they have elected left-wing governments which, for ideological reasons, are seeking new allies. Interestingly, the recent advances of China (and India as well) have prompted some Latin Americans to examine their own economic and political development, producing a new wave of self-criticism about the region's stumbling performance in recent years and intense discussion about what can be learned from the success of some Asian countries. Chinese and Indian organizations are searching for new methods of management to compete in the global market, as former state-run enterprises convert to performance-based organizations. Some analysts maintain that Chinas involvement in the region could pose a future threat to U.S. influence. Anti-Americanism has surged in every country in Latin America. Many people in Latin America look to China as an economic and political alternative to U.S. hegemony.

Este contexto necesariamente debera llevar a la comunidad academica y empresarial a plantearse cul va a ser el impacto en The style management, en concreto en lo que podramos denominar la Asiatizacion del estilo de la direccin de personas. La influencia de la filosofa y cultura de las empresas asiticas en Latinoamrica pueden conducir a este continente a un aprendizaje de nuevas formas de hacer que contrastan con las tradicionales procedentes de USA y Europa. Workshop objetives First, there are a number of well-known contrasts between Chinese and Western cultural values and norms that shape management beliefs. Second, evidence shows that the cross-cultural transfer of management processes in general is not always successful. As como hay abundante investigacin de cmo actan las MNCs en China y en India , hay una escasez casi total de trabajos que analicen cmo es el comportamiento de las MNCs Chinas e Induias cuando actan overseas. Nosotros queremos investigar este fenmeno en Latinoamrica, diferenciando adems las caractersticas culturales e institucionales de los sistemas de negocio de ambos home countries. El principal objetivo del workshop es conocer de cerca qu principios informan la direccin de personas las empresas Chinas e Indias en Latinoamrica. Se pretende analizar la estrategia de estas MNCs en cuanto a la centralizacin versus adaptacin de su estilo de direccin de las personas. Por otra parte se pretende profundizar en la influencia que estas MNCs estn teniendo en el tejido empresarial Latinoamericano en referencia a este mismo aspecto. Chinese and Indian business cultura est siendo aceptada en Latinoamrica o es una fuente de fricciones? Para poder realizar estos objetivos el grupo de investigacin creado en el AOM 2010 IBEHRNET desarrollar una encuesta entre Enero y Junio de 2011 entre las principales MNCs Chinas e Indias que operan en los pases de Latinoamrica representados en IBEHRNET y a otros miembros del academy. Workshop Structure (2 horas) Speaker Presentacin de los resultados de la encuesta: Pannel (IBRHRNET) Debate Conclusiones Publico objetivo
Why the workshop should be of interest to the specified sponsor Yo creo que podemos ir al Iberoamerican y coesponsorizado por International management o Human resources. Se puede decir que interesa por ser una problemtica muy actual de Latinoamrica y al haber pocos estudios sobre el tema se pretende ampliar la red IBEHRNET para estudio del tema. Para el tema de International management la razn puede ser la siguiente:

In demonstrating the ability of traditional MNE theory to improve understanding of the international activities of this indigenous Chinese and Indian form of organization, the workshop constitutes a interesting tool for expanding the scope of the theory to

encompass non-western types of organizations. This makes the theory not only more robust but also more relevant in emerging market and transitional economic environments

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