用英语解释Culture Difference
2013-11-25
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cultule
1.he behavior patterns,arts,beliefs,instructions,and all other products of human work and thought,especially as expressed in a particular community or period
2.ntellectual and artistic activity and the works produced
difference
1.he fact condition or degree of belng unlike
2.a disagreement,controversy or quarrl
3.The amount by which one quanti1y is greater or less than another
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1.he behavior patterns,arts,beliefs,instructions,and all other products of human work and thought,especially as expressed in a particular community or period
2.ntellectual and artistic activity and the works produced
difference
1.he fact condition or degree of belng unlike
2.a disagreement,controversy or quarrl
3.The amount by which one quanti1y is greater or less than another
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2013-11-25
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culture difference
The impact of national culture on organizational learning in a global context is discussed, as well as implications for international management development. National culture has a significant, yet often underestimated, impact on organizational learning in international joint ventures. Motivated by national culture, stakeholders strive continuously to create sufficient shared meaning and management practices to make a joint venture viable. Using examples drawn from an Australian/Malaysian collaboration, the article explores the ways in which organizational learning and management behavior are shaped by the often intangible influence of national culture. A model is offered to suggest means by which managers on both sides of a joint venture can improve understanding of the impact of national culture through critical inquiry and reflection. While cultural ways of knowing sometimes collide rather than converge, internal organizational processes can have a positive impact on the operations of a joint venture.
The impact of national culture on organizational learning in a global context is discussed, as well as implications for international management development. National culture has a significant, yet often underestimated, impact on organizational learning in international joint ventures. Motivated by national culture, stakeholders strive continuously to create sufficient shared meaning and management practices to make a joint venture viable. Using examples drawn from an Australian/Malaysian collaboration, the article explores the ways in which organizational learning and management behavior are shaped by the often intangible influence of national culture. A model is offered to suggest means by which managers on both sides of a joint venture can improve understanding of the impact of national culture through critical inquiry and reflection. While cultural ways of knowing sometimes collide rather than converge, internal organizational processes can have a positive impact on the operations of a joint venture.
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2013-11-25
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Culture Difference 文化差异
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2013-11-25
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文化冲突
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