European Business Culture Influence on Asian One - Essay Example

EUROPEAN BUSINESS CULTURE INFLUENCE ON ASIAN BUSINESS CULTURE al Affiliation) Introduction Europe and Asia are two distinctively different continents in terms of culture. The European culture as a whole is very monarchial with a lot of reliance on politics. The political leaderships in European countries are what most of the lifestyle is based upon. Asia, on the other hand is more reliant on religious influences for its culture. The business culture for both continents is influenced respectively as stated above. Notably, however both cultures have taken into account the issue of prevalence (Brierley, 2012). It is in this way that they have managed to remain relevant in the business world over the years. Both cultures ensure that they are always well in touch with what is trending and popular and incorporate this in their own way into their business practices. Another notable aspect in the evaluation of business culture in the two continents is the close proximity in location (Consulting, 2009). This obviously allows them influence each other every so often. However, as with any two systems, there is likelihood that if one has a superior culture (one that is more dominant) their influence on their counterpart would be far more noticeable. In this regard, this paper has determined that the European culture is the far more dominant on a global perspective and therefore influences the Asian business Culture, just as well as the rest of the world. Some of the influences in question are more outstanding and noticeable while some not so much (Jones, 2006). This paper will outline both kinds of influences but focus more on the outstanding influences. The aim of this paper briefly, is to come to a viable conclusion on whether European business culture has had any influence on Asian business culture. This conclusion is drawn from a viable research. The paper takes into context all factors and perspectives of importance on the issue at hand. Literature Review This paper took into account scholarly research on the topic at hand. Oxelheim( 2006) determines that the European culture has certain attributes that are specific only to it. This attributes, although having been emulated in other parts of the world are distinctively European. The attributes in question have a relation to the historical or political lifestyle of the European continent and are therefore, for the most part, noticeable. One of the distinctive attributes that Oxelheim( 2006) lays out is the inclination towards family based entrepreneurship. Although other cultures do have this, the European one is more versatile. This is in that, most family based businesses in Europe rather than focus on a particular aspect of business are more into general retail. This is in essence, uncommon as most family based entrepreneurship ventures in areas of the world are solely focused on one aspect of business. In the same regard, the European business culture is also entirely focused on creation of loyalty and goodwill. Most entrepreneurs and clientele engage each other based on these two factors. It is correct to state that these two are the most important considerations in European business. It is in this way that Entrepreneurs have been able to create sustainability. Fayole(2005) focuses more on what makes the culture attractive. It would appear that the main focus in this context is to outline areas that are in European business culture and absent in other cultures around the world. Fayole(2005) noted that Europe in itself is not very receptive as compared to other continents with the incorporation of new tactics or practices into its business culture. Fayole(2005), postulates that Europe is the most prominent continent in the world. With the world’s leading superpower, Great Britain, located in it, the world’s focus on it is substantial. Furthermore, the economical progress that the continent has been able to achieve has made the rest of the globe envious in all aspects, business included. It is for this reason that Fayole (2005) states that the culture has been emulated in most parts of the world. Rothacher (2005) had a more fine tuned perspective on the issue at hand. In the context it is pointed out that the European fashion is the most emulated part of the business culture. This Rothacher (2005), states because of the monarchial system that it has. This has been associated with a lot of glamour and prestige – factors that the fashion industry pursues. This is not to say that other elements of the culture have not been emulated but rather that the emulation that European fashion has enjoyed is distinctive. However, its fashion aspect was even more dominant on the globe in early and mid 1990s than it is in current day. Notably fashion lines such as Chanel, Prada and Ralph Lauren are either European or are based on European influence. The American fashion business culture has come dangerously close to overriding the European one in terms of influence over the years but has not quite gotten there. The other aspect of European business that Rothacher(2005), states as being substantially influential is grocery retailing. It has been very dominant in Europe over the years. This is because it is a viable means of business in terms of cost control for the lower and middle class entrepreneur. The European business market for instance introduced convenience stores retailing into the global business culture. This has been picked up all over the world for decades on end. Asia and America are evidence that convenience stores have in fact been picked up in other cultures around the world. It is in these two aspects that European Business Cultural influence has been moist noticeable. Knowledge Gap In the above contexts, there was not any specific statement on what influences were actually sustainable. This is relevant because research is inconclusive if both sustainable and contrary factors are taken into consideration. The unsustainable factors ought to be overlooked because their influence in coming years will be invalid. Furthermore, it narrows down the scope of focus if only sustainable factors are taken into consideration. In retrospect, the sustainable factors could either be noticeable or not (Guirdham, 2009). An influence could be very minute in current day but grow to become very noticeable as it progresses. Said factor could also influence other events and occurrences of greater magnitude as time passes by. Therefore, sustainability is not based on the magnitude an influence has currently but rather on its potential to become relevant with time. For purposes of this paper, it was taken that sustainability would total down to a period of ten years. If the influence could be felt in the Asian culture for a period of over ten years in the near future then it could be considered sustainable. This is because ten years is a valid period for an influence to make a substantial impact on an economy. Notably this prediction of period is not very exact but is rather an assumption based on participants’ views. While in the same regard it was noted that the Asian Culture, much like the European one is very difficult to permeate. This is because most of the culture is based on religion and therefore there is a strict inclination only to religious beliefs. However, for purposes of business prowess, Asian entrepreneurs have been forced to allow a little influence, mostly from their European counterparts. Research Questions and Aims The research questions are: 1. What are the notable attributes of European Culture globally? This was to determine unique factors that could be attributed to the European culture. This would provide for a foundation upon which to base the research. The question was specific only to factors that originated from Europe and not to factors that Europe had adopted from other cultures over the years. 2. Can any of the attributes above be noted in today’s Asian business culture? This question was meant to sieve sustainable and unsustainable factors. This is in that there may have been factors of European influence in the Asian Culture in prior eras. Those factors are not relevant to this paper if they cannot be noted in the Asian culture today. 3. To what magnitude (long-term or short-term) have they affected the Asian culture? In this regard, the analysis was on how long, before current day, had the factors in question been observed in the Asian culture. If the factor in question were being analyzed at this point, it would mean that it had already passed the prior stage (referring to question 2) and was considered a viable factor in terms of sustainability. 4. In what ways has the Asian business culture adapted itself to the influence? Only after analysis in this regard would the research truly be conclusive. As with any other system, if influenced by foreign elements, the system must naturally adapt to the foreign elements in order for the change to be effective. This question determined the various adjustments the Asian business culture had taken up in order to incorporate European business influences. Notably the analysis was not based on whether the adjustments were large or small in nature. The aim of these questions was to ensure that only relevant influences are taken into account. Said influences would not be overlooked or diminish in the event that other influences came into the Asian culture. This is to say that the magnitude of the impacts that this paper aims to take into account would be felt overtime. The paper also aimed to conclude on which of the factors in question had blended successfully into the Asian culture. In this ways, this paper aims to close the knowledge gap stated above. Methodology This Paper took into consideration the use of secondary data. This is as regards to data that has been published/printed and authenticated on the topic at hand. The data that was taken into consideration is that which had received scholarly review and approval and was determined as accurate. It was analyzed on which areas the data overlooked that were of importance in the matter at hand. It is at this point, that the knowledge gap was established. Upon identifying differing aspects that had been overlooked in the secondary provisions, the paper set out to try and establish findings in that regard as a contribution to already established factors. The paper took into account the history of research into the topic. The failures that other researchers had experienced in the process were taken into account and avoided whilst carrying out this research. In similar light, the achievements and strengths that other researchers had noted whilst in the process were also taken into account. The secondary data was analyzed in direct regard to the research questions postulated. While some of the previous research into the issue had used different research questions, others had used the same research questions. The research avoided deviating towards information that was irrelevant to this paper’s research questions. The paper only took into account 7 secondary data sources. Although the scope of study is extensive, the research only focused on these limited resources. This was in an attempt to ensure that there was not any mix-up or confusion as is likely to occur with the incorporation of too many differing perspectives. This paper fully recognizes the importance of the contribution that was made to its conclusions by secondary data. However, the secondary data was only of secondary importance in the research. It was only used to back up the primary data that was taken into account in this research. This paper used both questionnaires and Interviews as means of primary data collection. However, the main forms of data collection were the questionnaires. Notably, the larger part of information acquired from questionnaires was similar to that collected in the interviews. The questionnaires were settled upon as being more important because they are specific. The questionnaires were in the possession of the participants for a period of 45 minutes allowing them enough time to think and come to viable conclusions. Participants were instructed to ensure that they understood the questions before answering and if not, they were allowed to ask questions for clarification. The interviews were only used to ensure that the information collected by use of questionnaires was conclusive. For this reason, the results that will be postulated in this research is that determined through use of questionnaires. The questionnaires were handed out to 50 participants that were of European decent, 50 that were of Asian descent and 5o to participants of any other descent (exclusive of the previous two.) This is because it was determined that the total number of participants, 120, was manageable but at the same time allowed wide scope for participation. Notably, 100 participants were European or Asian allowing the two communities equal chance for participation, as they are the primary concern. In order to ensure the results were authentic the descent of all participants was proven. For one to qualify as being of Asian or European decent they were required to provide the necessary documentation. The same applied to those that were not of either descent. It was clearly asserted that people that were of both Asian and European descent in terms of citizen registration were not qualified for participation in the process. Participants were also meant to identify with decent by birth and heritage alongside nationality. This was to ensure that they were well oriented with their cultures. Results 1. What are the notable attributes of European Culture globally? Out of 120 participants, 69(57.5%) asserted that the most notable attribute of European culture was family oriented entrepreneurship, 26 (21.7%) cited image branding and media promotion, 17(14.17%) cited inclination to luxury entrepreneurship, 5(4.7%) cited lack of influence by foreign trends and 3 (2.5%) participants had incomprehensive answers. 2. Can any of the attributes above be noted in today’s Asian business culture? In the previous questions, each participant provided a variety of responses. Only after analysis and calculation was it determined which factors were cited uniformly by most participants. In this section there were 3 factors that were cited uniformly in respective order; inclination to luxury entrepreneurship, family oriented entrepreneurship, image branding and media promotion 3. To what magnitude (long-term or short-term) have they affected the Asian culture? Out of the 117 participants that listed the above three factors; 86(73.5%) cited that inclination to luxury entrepreneurship affected the Asian culture on a long-term basis, 31(26.5%) cited that it had affected the culture on a short-term basis, 25 (21.4%)cited that family oriented entrepreneurship affected the Asian culture on a long-term basis, 92(78.6%) cited that it had affected the culture on a short-term basis, 6(5.13%) cited that image branding and media promotion affected the Asian culture on a long-term basis, and 111 (94.8%) cited that it had affected the culture on a short-term basis. 4. In what ways has the Asian business culture adapted itself to the influence? 74 (61.7%) participants asserted that the Asian culture had taken up European technology in a bid to adapt, 31(25.8%) cited the institution of convention and summits with European entrepreneurs to understand and comprehend the European business culture more, 12 (10%) cited the migration of Asians into Europe for education purposes and 3 (2.5%)participants had incomprehensive answers. The results differed only slightly with evidence collected from secondary data in that the secondary data findings postulated that the most notable aspects of European business culture is luxury entrepreneurship while the primary data postulated that it was family oriented entrepreneurship. It was determined that European business culture has affected Asian business culture through; inclination to luxury entrepreneurship, family oriented entrepreneurship, image branding and media promotion. It was also determined that in the respective order, the factors had been observed in the Asian business culture and in that same order were they likely to be sustainable. Conclusion Both the Asian and European business cultures have unique attributes to them. It is for this reason that it is easy to determine a foreign influence that would have occurred to either. In this paper, it was determined that the main reason for any influence between the two would be their proximity. However, it is much easier for the European business culture to have an impact on the Asian one because of its economical prowess and superior global position. The main ways in which it has influenced the Asian economy is through family oriented entrepreneurship and an inclination to luxury entrepreneurship. As regards the main focus of this research it is accurate to state that indeed European business culture has had an influence on the Asian business culture. Bibliography Brierley, W. (2012). Business Cultures in Europe . Hoboken: Taylor and Francis. Consulting, M. (2009). The global managers guide to living and working abroad : Eastern Europe and Asia . Santa Barbara: Praeger. Fayole, A. (2005). Entrepreneurship research in Europe : outcomes and perspectives. Cheltenham: Edward Elgar. Guirdham, M. (2009). Culture and business in Asia . New York: Palgrave McMillan. Jones, E. (2006). Cultures merging : a historical and economic critique of culture. Princeton: Princeton University Press. Oxelheim, L. (2006). Corporate and institutional transparency for economic growth in Europe . Boston: Elsevier. Rothacher, A. (2005). Corporate globalization : business cultures in Asia and Europe. Singapore: Marshall Cavendish Academic. Read More