Impact of Culture on Management of Foreign SMEs in China by Rubens Pauluzzo & Bin Shen

Author:Rubens Pauluzzo & Bin Shen
Language: eng
Format: epub
Publisher: Springer International Publishing, Cham

In his last proposition, Fang conceptualizes the process of mutual influence and interaction that takes places between different national cultures, especially through globalization:Proposition 4: Each culture is a unique dynamic portfolio of self-selected globally available value orientations ranging from {‘+V1,’ ‘+V2,’ ‘+V3,’ … ‘+Vi’} to {‘−V1,’ ‘−V2,’ ‘−V3,’ … ‘−Vi’} as a consequence of the culture’s all-dimensional learning over time.

In Fang’s view, cultural learning in today’s globalized world takes place “from all possible potential cultural orientations” (2012: 27). Each culture, therefore, selects and constructs its own set of cultural values, which can dynamically change under the influence of internal and external factors.

Embracing the notion that “opposites contain within them the seeds of the other and together form a dynamic unity” (Fang 2010: 160), a Yin-Yang approach to the study of a country’s organizational culture appears to be a very useful resource to “grasp things in their interrelationships and in the totality to which they belong, in the process of change, of being born and of dying, in their conflicts and contradictions” (Acton 1967: 392). Although rooted in Chinese philosophy, the Yin-Yang approach to culture appears to be an appropriate point of departure to investigate other national cultures, including Western cultures, in that it offers a broader perspective to understand the complexity of values and behaviors (Li 2016; Luo and Zheng 2016).

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