For this assessment, you are to develop a business pitch proposing the entry of a company, product, or service into a particular market, or starting

Assignment 2

For this assessment, you are to develop a business pitch proposing the entry of a company, product, or service into a particular market, or starting a business in a specific market within the Asia-Pacific region.

What to do

Choose a business idea you would like to pursue and develop in one or more Asia-Pacific markets. This idea could be about either of the following:

The entry of a company, product or service into a particular market within the Asia-Pacific region. This could be a proposed new product or service related to the case study developed in Assessment One.

Starting a business in a specific market within the Asia-Pacific regionCreate a 5 minute video on your proposed business idea.

Requirements

Your idea and presentation should include:

Proposal details (idea and critical reflection of relevant contextual issues and factors)

Supporting evidence

Consideration of ethical and corporate social responsibility issues

Critical analysis of own cross-cultural skills

Presentation of the business proposal

Supporting documents

What to submit

Using the Submission Point below:

Submit your PowerPoint slides or preparation document/transcript

Submit your video using Studio

View Rubric

Through this assessment, you will identify an Australian business operating in the Asia-Pacific region and develop a case study of that business providing a profile of that business and an overview of relevant factors in the market (including particular political, cultural, social or environmental contexts) in which it is operating. Your case study should also provide an assessment of the following:

Identify Australian business

Analyse this business operating in one market, one country

Look at the contextual issues

Provide a profile of that business

An overview of the relevant factors in the market including

Political factors

Cultural factors

Ethical issues

Economic issues

Social factors

Environmental contexts

Identify these and discuss.

Suggest solutions that have been identified in relation to ongoing operations towards 2030

Focus on particular issues that are relevant

Support your assignment with either journal articles or business reports

Journal article can be older than 5 years. Reports must be within 5 years not older than 5 years

Issues relating to doing business in the Asia-Pacific such as challenges, risks and opportunities and how they have been managed;

Critical analyses using the course frame works through the course content whether cultural framework

Approach to sustainability and ethics;

Solutions and prospects for ongoing operations towards 2030.

The purpose of this assignment is to give you an opportunity to demonstrate i) ability to research business activity in the Asia- Pacific region; ii) critical thinking/problem solving approaches to business case studies (including analysing challenges and opportunities) within the Asia-Pacific region; and iii) communication and presentation skills in conveying key findings.

What to do

Identify an Australian business operating in one or more markets in the Asia-Pacific region

Analyse the issues relevant to the business in the Asia-Pacific context (challenges, risks and opportunities, commitment to sustainability and ethics)

Suggest solutions to the issues in relation to ongoing operations towards 2030.

Write up and submit your case study as a written submission of 1500 words

Ensure findings are supported with current research as reported in at least six journal articles and/or business reports published in the last 5 years

Submit your business case by the due time and date

Finding a case study

You can choose from the businesses highlighted byAsialinkLinks to an external site.from their recent study 'Winning in Asia' for your own case study, provided that you do your own research and develop an original and more comprehensive study of that business. But bear in mind there are plenty of other examples out there as well.

https://www.winninginasia.com.au/sections/case-studies/

Setting the Stage

In this module, you will learn about the historical, economic, social, and cultural factors that have impacted Asian business practices over many generations.

It is often said that if we look at the past, we can learn many things about the future. This statement holds true for the business values, culture, and customs of the Asia-Pacific region. The early trade practices of Zheng He, the philosophies of Confucius and the deep roots of family have influenced business in the Asia-Pacific with businesses still employing many of these practices.

Economic factors also have impacted the Asia-Pacific region such as the surge of industrial development led by the government in Japan, the Four Asian Tigers movement that led growth in exportation, the economic boom of China in the 1970s, and Indias ability to overtake Chinas economic growth rate. These factors and many others have influenced the business practices of the Asia-Pacific.

Social and cultural factors have also impacted the Asia-Pacific region with societal networks that nurture and care for the valued relationships of business, the dominate powers of family business roots, gender thoughts and preferences in the business world and the cultural differences that occur within large groups of people with distinct backgrounds.

Throughout the module, you will be working on activities that put your newly learned skills to work. We will use some of the discussion questions during our weekly classes on Teams.

Module Objectives

Careful review of the objectives will help you prepare for what you will learn and plan your progression through this module.

After completing this module, you should be able to:

Explain the history of merchants and business in China.

Describe the features of the significant economies of Asia.

Identify how capitalism and business developed in certain Asian cultures.

Explain how aspects of history, economy, society and culture are relevant to doing business in the Pacific Islands

Identify emerging trends and dynamics underpinning business opportunities in the Pacific Islands region.

1.1a Contemporary View of Asia Pacific

Looking into the future

The nations and economies of Asia and Pacific represent significant opportunities into the future but understanding the complexion of the landscape more broadly is critical if business is to effectively engage in those opportunities .The following additional readings offer further insights relevant to contemporary dynamics across the region, inclusing the drivers of .We will be picking up on these themes through our live sessions.

Additional Readings

McKinsey Global Futures (2019)Asias Future is NowLinks to an external site..

Wesley Morgan and Tess Newton Cain, Activating Greater Trade and Investment Between Australia and Pacific Island Countries, GAI Policy Brief, 2020.

eading: China's great armada six hundred years ago

Exactly 600 years ago this month the great Ming armada weighed anchor in Nanjing, on the first of seven epic voyages as far west as Africa--almost a century before Christopher Columbus's arrival in the Americas and Vasco da Gama's in India. Even then the European expeditions would seem paltry by comparison: All the ships of Columbus and da Gama combined could have been stored on a single deck of a single vessel in the fleet that set sail under Zheng He.

Its commander was, without question, the most towering maritime figure in the 4,000-year annals ofChina, a visionary who imagined a new world and set out consciously to fashion it. He was also a profoundly unlikely candidate for admiral in anyone's navy, much less that of the Dragon Throne.

The greatest seafarer in China's history was raised in the mountainous heart of Asia, several weeks' travel from the closest port. More improbable yet, Zheng was not evenChinese--he was by origin a Central Asian Muslim. Born Ma He, the son of a rural official in the Mongol province of Yunnan, he had been taken captive as an invading Chinese army overthrew the Mongols in 1382. Ritually castrated, he was trained as an imperial eunuch and assigned to the court of Zhu Di, the bellicose Prince of Yan.

Within 20 years the boy who had writhed under Ming knives had become one of the prince's chief aides, a key strategist in the rebellion that made Zhu Di the Yongle (Eternal Happiness) emperor in 1402. Renamed Zheng after his exploits at the battle of Zhenglunba, near Beijing, he was chosen to lead one of the most powerful naval forces ever assembled.

Read:China's great armada six hundred years ago China's AdmiralZhengHe led a might fleet on the first of seven voyages that reshaped an empireReflect on these questions

As you read, consider the following questions:

What are some of the important aspects of Admiral ZhengHe's travels?

In terms of trade, what were the main advantages from the point of view of the China

Optional Reading: A critical survey of recent research in Chinese economic history.

This reading is for those who would like to expand their knowledge of the economic history of China. Economic history seeks to understand the nature and pattern of economic change over time. Chinese experience over the last millennia reached premodern peaks in terms of the sheer size of territory, the extent of the market, the number of people, the magnitude of output, range of technological inventions, degrees of environmental manipulation, types of institutions, varieties of policies/regulations, scopes of international influence, and so forth. The Chinese experience thus forces economic historians to treat the countrys development as seminal. Also, with rich historical materials to work on, China embraces in its past almost all the key issues for economic history.

Read:A critical survey of recent research in Chinese economic historyReflect on these questions

As you read, consider the following questions:

What are some of the major differences to Chinese Economic history that you find different to Western Economic History?

Could you argue that China's economic rise has been too rapid? Why?

1.1c Discussion: Historical business factors of China

How has trade of early Asia impacted practices of today?

As you have learned, business trade has been occurring between China and its surrounding regions for hundreds of years via the early philosophies and direction of Admiral Zheng He, the commander of the Ming armada voyages.

Now that you have more knowledge about early trade in Asia, think about the questions below, as they will help you think critically about how trade and merchants of early Asia impact the business values, practices, and decisions of today.

Think about how trade and merchants of early Asia have impacted the business values, practices and decisions of today.

Discuss your answers to the following questions with your classmates:

Why was Admiral Zheng Hes fleet so powerful?

Who were the countries with whom China traded? What were some of the early trade practices of business and merchants of early China?

How does the history of Asian trade impact the way business is done in modern Asia?

Reading: Economic Development and Business Groups in Asia: Japans Experience and Implications

Economic development is very diverse throughout the world based on historical circumstances, government regulations, supply and demand across multiple sectors and other key factors.Many countries have a desire to create a big push of growth in the economy, however, this task is difficult to coordinate and achieve and even more complicated to sustain. What does it take to promote economic development and sustain it?In this article, you will review a hypothesis of the conditions that are needed for a country to sustain economic development after big push growth as well as a comparison of the economic development in various countries in Asia.The article reviews Japan and its successfully coordinated big push in growth by synchronising the growth across all sectors, managing the governmental regulations and restrictions, and giving rise to pyramidal business groups.Read:Economic Development and Business Groups in Asia: Japans Experience and ImplicationsConsider these questions

What is a pyramidal business group and how do they impact economic growth?

Why is it difficult to sustain growth after a big push?

How did Japan achieve a big push in the growth of their economy?

What type of planning goes into a big push?

Activity: Economies of Asia

Now that you have an understanding of Asian economies and their time periods, you now have an opportunity to test your knowledge and explore the time periods and economies of Asian countries.

Make sure you complete this activity prior to the online workshop so you can be an active participant. For an update on India's economy in comparison to China, please followthis linkLinks to an external site..

Access the activity:Economies of AsiaLinks to an external site.ep 8 20:11

Manage Discussion by Farshan Simmons

Reply from Farshan Simmons

1) Rapid development in growth, especially after WWII .Prior to WWII, much of Asia was under colonial rule by European powers. After the war, many Asian nations gained independence, allowing them to shape their own economic policies and development strategies without external control. The 4 Asian Tigers especially began to shift towards export-oriented manufacturing, increasing growth over the successive decades.

2) The drastically shifting geopolitical landscape, particularly tensions surrounding China's aggressive approach toward its neighbours and trading partners, has led to a marked interest in alternative trading partners, in particular India.

A View from the Pacific

The Pacific Islands have a long and complex history that is often not widely known or understood in Australia. In recent times there has been a renewed focus on the region, particularly due to broader regional security concerns and as the effects of climate change are impacting the region. In this section, we will explore some of the issues related to doing business in the Pacific Islands. Further readings are provided on the next page to extend your knowledge.

1.3b Doing Business in the Pacific Islands - Extra Readings

https://blogs.griffith.edu.au/asiainsights/one-region-one-family-one-report-activating-trade-and-investment-between-australia-and-the-pacific-islands-region/https://www.aciar.gov.au/publication/aop2021/pacific-island-countries#:~:text=Agriculture%20in%20the%20Pacific%20region,and%20carbon%2C%20and%20climate%20change.

https://hrsd.spc.int/sites/default/files/2021-07/Cultural_Etiquette_in_the_Pacific_Islands_0.pdf

https://www.jstor.org/stable/2803995https://www.aspistrategist.org.au/culture-as-a-foundation-for-development-in-the-pacific/https://www.dfat.gov.au/about-us/publications/country-information-reportshttps://www.aph.gov.au/Parliamentary_Business/Committees/Joint/Foreign_Affairs_Defence_and_Trade/TradewithPacific/Reporthttps://forumsec.org/pacific-islands-forumModule 1 Summary

Module 1 Summary

In this module, you have explored the many factors that impact and influence the business practices and expectations in the Asia-Pacific. With a respect for family, culture, philosophies, and networks, it is best, as with all cultures, to understand the essence of Asian culture and society before pursuing a business venture or connection.Methods have been created to communicate and manage the differences between various cultures and backgrounds. These concepts are significant to understand how to do business in Asia-Pacific.Through the activities and lessons in this module, you should have a better understanding of Introduction to Doing Business in the Asia-Pacific. You should now be able to:

Explain the history of merchants and business in China.

Describe the features of the significant economies of Asia.

Identify how capitalism and business developed in certain Asian cultures.

Explain how aspects of history, economy, society and culture are relevant to doing business in the Pacific Islands

Identify emerging trends and dynamics underpinning business opportunities in the Pacific Islands region.

Setting the Stage

In this module, you will learn about culture, including various aspects of Asian culture, and some of the theories that attempt to explain the dimensions of culture.Well discuss the importance of relationships that make prosperity and profitability possible and the importance of understanding Asian cultures to be able to grow and nurture business relationships in that region. Terms such as guanxi and face will be introduced to explain special relationships that are deep-rooted in the culture and business development, and refer to the honesty and trustworthiness that people possess.

Finally, you will learn about business system components, such as networks, from which business relationships are built and various types of capital raised. You will also learn how these business system components are used in the Asia-Pacific region. Throughout the module, you will be working on activities that put your newly learned Culture and Business in Asia skills to work. Some of these activities will serve as assessments of the knowledge and skills you will acquire in the module.

Careful review of the objectives will help you prepare for what you will learn and plan your progression through this module.

Module Objectives

After completing this module, you should be able to:

Describe the definition of culture and Hofstedes cultural dimensions.

Explain the concepts of relationships and face in the Chinese cultural context.

Explain the concepts of expression of feelings in the Japanese cultural context.

Discuss the social factors that influence doing business in the Asia-Pacific region.

Outline the MBI model and its role in doing business across the Asia-Pacific.

Explain how the Cultural Intelligence theory relates to doing business in the Asia-Pacific region.

Culture and Society in Asia

In this topic, you will explore the meaning of culture, including beliefs, values, and patterns. You will review the dimensions of Hofstedes Cultural Dimensions study, and look at the cultural differences and commonalities of Asian cultures.

Reading: Understanding the role of culture

This reading provides a conceptual framework with which companies and managers can assess relevant cultural variables and develop cultural profiles of various countries. This framework is then used to consider the probable effects of cultural differences on an organisation and their implications for management.

Deresky, H. (2016).Chapter 3 - Understanding the role of culture,International Management: Managing Across Borders and Cultures, Text and Cases.

As you read, consider the following questions:

What do you see as the major effects of culture on management?

Why is there a need to build cultural profiles?

2.1b Hofstede's Value Dimensions

Discuss Hofstede's Value Dimensions

As you have learned, Hofstedes research into organisational behaviour created value dimensions that can be used as a framework for cross-cultural communication.

The research has been both praised and criticised and continues to be a major resource for international business and cultural diversity.

Think about the methods you use to build relationships, manage teams and create organisational processes for people with different cultural backgrounds.

Compare Countries

Compare countries using Hofstede's DimensionsLinks to an external site.then consider the questions below.

This assessment tool may be useful as you complete Assignment 2.

Discuss these questions

Why are each of Hofstedes value dimensions important in business?

How can Hofstedes value dimensions support the management of people from different cultures?

List the types of conflict that could occur if cross-culture is not managed effectively.

Reading: The Chinese family business: Organisational challenges and competitive edge.

The Chinese Family Business is the product of Chinese culture and tradition. Many features of the CFB's organisation and management in the cultural and traditional context, must be understood without which wrong conclusions will be made. Like business organisations in other cultures, CFB's have been under constant pressure to modernise and change.

Read:The Chinese family business: Organisational challenges and competitive edge - pages 70-79

This is a digitised reading and must be accessed via theReadingslink in the course menu.

Consider these questions

Can you describe the key organisationalfeatures of a typical Chinese Family Business?

In what way do Chinese family businesses need to adapt to the global business environment?

Personal Relationships in Asia

Review these videos and readings to learn about the influences and customs of social networks that have been practised in Asian countries for centuries.

In this video, you will learn about the use ofguanxiand how it impacts a business relationship. You will also learn about the moralhonourand reputation of face in China, and group significance over individuals in Japan.

Reading: Personal relationships in Asia

Thisreading highlights that the "use of social networks is not unusual in business and is certainly not confined to the EastAsian region." The article also shows that "personal connections are universally valuable for gaining access to jobs and enhancing career prospects and for providingorganisationswith access to a wider range of markets, suppliers and information."

Personal relationships in Asia-Chapter 10 - Continuity and change inGuanxinetworks in East Asia (Jane Nolan)

As you read, consider the following questions:

What hazards might guanxipose to a foreign manager in a rapidly changing global environment?

Is guanxireally immutably fixed in Chineseculture never to be understood or infiltrated by outsiders, for e.g Western cultures?

PreviousNextMark as done.

2.2c The concept of guanxi

Let's discuss the concept of guanxi

As you have learned, guanxi is a Chinese term used to explain the connections, relationships, or trust between people. It is something that seems simple yet can be complex.

Now that you have more knowledge about guanxi, think about the questions below, as they will help you think about how personal relationships in China are built and the strength of the relationship bond once it is established.

Consider how personal relationships in China are built and the strength or the relationship bond once it is established.

In your own words provide a definition of guanxi.

Is guanxi unchangeable in Chinese business or flexible to other ideas? Explain your answer.

List some of the factors that are changing the way managers view guanxi?

With whom do you have guanxi? Explain how it works in your relationship.

Comment here and we will also discuss these questions in our weekly class.

Guanxi: Chinese Culture Explained

The following items have been selected to further your understanding of the topics in this module. Though they are not required, they have been included because they provide additional information and perspectives to consider.

In this video, various aspects of guanxi is explained in a scenario regarding attending a specific school.

2.3a Cultural Frameworks for Business

Managing cultural diversity

In this video, you will learn about the MBI model and how it is used in Asian business to understand and manage business communications and differences. You will also see how cultural intelligence plays a role in Asian business as a way of understanding cultural diversity and limitations.

Assess your Cultural Intelligence

You can assess your own Cultural Intelligence using theFour Factor Cultural Intelligence ScaleLinks to an external site.. This assessment tool may be useful in completing Assignment Two.

Reading: The MBI model for high performance.

In this reading the focus is on the MBI processes themselves. MBI processes are so fundamental that they are necessary not only for teams to perform well, but for effective and constructive interaction among any people who have different backgrounds and related perspectives and values, whether they are leader-subordinate, co-workers, partners in a customer-supplier alliance, or managers adapting business practices from one place to another.

How to access the article

This article is a digitisedresource and cannot be linked to directly. To access the reading, open the Readings list via the link in the course menu, and locate the article under the heading for this topic.

Consider these questions as you read this article

What are some the most important features of the MBI model?

Why is it important for managers to create maps to analyse pertinent differences in business?

Activity: MBI Model

Use this activity to develop your knowledge about the MBI Model, the performance task of each phase of the MBI Model, and the characteristics of each factor within the model.

Complete the activity:The MBI ModelLinks to an external site.

Discussion questions

Discuss your thoughts regarding these questions with your classmates:

What are the reasons why cultural diversity builds performance within teams?

Why do you feel the MBI Model works well?

Which phase of the MBI Model do you feel is most important? Why?

Comment here and we will also discuss these questions in our weekly class.

2.3c Recognising Cultural Diversity

Recognising cultural diversity: Asia capability

In todays world successful Asia engagement demands a breadth of skills, knowledge and competencies that extend well beyond traditional notions of Asia literacy (ie. language and cultural competence). For example, contemporary scholarship and experience underscores the significance of a global mindset alongside cultural intelligence in establishing mutual understanding and meaningful interactions in a diverse world.

This set of skills, knowledge and competencies is often grouped together within the term Asia capability. More specifically, Asia capability is defined as an individuals ability to interact effectively in Asian countries and with people from Asian cultural backgrounds.

It is worth noting, as Austrades annual International Business Surveys show that gaps in Asian cultural capability can be a significant barrier for effective Australian business engagement in the region.

Asia capability also requires a recognition of the impact and contribution of our diversity at home and our place in the region.

According to census data, one in five Australians speaks a language other than English at home, and 12% of Australians identify as having Asian cultural heritage. How we understand, construct and project our ideas of Australian culture, its unique aspects and implicit biases matters. Developing cultural intelligence demands an emphasis on self-reflection to challenge assumed universalisms and identify Australian ways of doing business or ways of doing things that might appear odd or different to others. It also involves openness to different ways of knowing, being and doing, that reflect openness and appreciation for cultural difference, curiosity and a willingness to engage and demonstration of sensitivity to other cultures.

These are the skills and attributes necessary to guard against insularity and isolation, enable better strategic decision-making across nearly every policy-domain while fostering the conditions for a more sophisticated and nuanced debate about future priorities. Cultivating the skills that enable you to navigate difference, sit with discomfort, and operate outside myopic or self-referential echo chambers will help you to be more effective as you operate in an increasingly dynamic and challenging future at home and in the region.

Take the Asia Capability quiz

The Diversity Council of Australia (DCA) has been at the forefront of research that seeks to recognise the changing complexion of cultural diversity within Australian workforce.

They also provide good resources to test Asia capability on an individual level. Take The Asia Capability quiz in the following link to test your Asia capabilities. This results of this quiz may be helpful in completing Assignment Two.

Module 2 Summary

Module 2 Summary

In this module, you have learned about culture, cultural theories, and the identities that are placed on individuals based on their cultural differences. You have seen the value in establishing and building personal relationships in Asia-Pacific region using guanxi, networking, and other types of social activities.

This module also discussed the factors of business systems including coordination, order, and meaning giving a comprehensive view at the resources used to create economic processes, societys institutions, and long-lasting and subtle effects on an individuals mind-set.

Through the activities and lessons in this module, you should have a better understanding of Culture and Business in Asia. You should now be able to:

Describe the definition of culture and Hofstedes cultural dimensions.

Explain the concepts of relationships and face in the Chinese cultural context.

Explain the concepts of expression of feelings in the Japanese cultural context.

Discuss the social factors that influence doing business in the Asia-Pacific.

Outline the MBI model and its role in doing business across the Asia-Pacific.

Explain how the Cultural Intelligence theory relates to doing business in the Asia-Pacific region.

Take a moment to reflect on these lessons and consider the following questions before you move on to the next module:

What are the values placed on relationships in Asia-Pacific?

How are relationships viewed in business practices?

What methods can be used to understand the cultural differences of others?

How do you build relationships in the Asia-Pacific?

Setting the stage

In this module, you will:

learn about collecting and assessing business information about different cultures and societies across Asian countries to help create a more efficient form of communication

see how various cultural backgrounds define and practise time increments, personal space, and managing and achieving activities.

learn about the different approaches of implementing corporate social responsibility policies in Asia using a range of methods such as Global Reporting Initiative, UN Global Compact, and the Sustainable Development Goals

see characteristics regarding the Asia Sustainability Index and how it analyses and compares company performance concerning the sustainability practices

explore the corporate governance of Asia and how they compare to Anglo-American and other types of corporate governance throughout the world.

Emphasis will be placed on Japanese and Chinese corporate governance outlining their bank and government involvement, management, the board of directors, and resources. Many strides have been made but there are more opportunities for improvement.

Throughout the module, you will be working on activities that put your newly learned Information and Ethics in Asia skills to work. Some of these activities will serve as assessments of the knowledge and skills you will acquire in the module.

Module objectives

Careful review of the objectives and checklist will help you prepare for what you will learn and plan your progression through this module.

After completing this module, you should be able to:

Explain how business information and communication may differ between Asian businesses.

Identify the different approaches of implementing corporate social responsibility policies in Asia.

Discuss the International Accounting Standards (IAS) and International Financial Reporting Standards (IFRS) and how Asia has adopted these standards.

Identify the issues of corporate governance in Japan and China.

Outline the trends of corporate governance in Asia.

Describe the framework for Asian business systems.

Outline how eating and drinking play a role in doing business in Asia.

Reading: Information, Decisions, and Solutions

Knowledge is power. The more knowledge you have about something, the more power you have. Take for instance, when you are a part of a diverse group of people with varying cultural backgrounds and you are involved in a business meeting together. The more information you have about the languages, the context of the words spoken, and the cultural differences, the better your communication will be.

Information about others comes from formal sources such as surveys and interviews and informal sources such as chat rooms and blogs. It is always best to have a source of reliable and valid information that is accurate and trustworthy. You do not want to offend someone or misinterpret the meaning of something they say.

In this article, you will explore the different types of formal and informal business information available and the methods used for assessing the validity and trustworthiness of the information. This article also discusses approaches to managing conflict in various areas of business between culturally diverse people including deciphering the context of the language and listening skills.

Read:Varner, I.I.(2011). Chapter 8 - Information, Decisions, and Solutions (pages 269-304), inIntercultural Communication in the Global Workplace.

Note:This is a digitisedreading and cannot be linked directly here. To access this resource, open the Readings list in the course menu and locate it in the list.

As you read, consider the following questions:

What is the purpose of formal business information?

What happens if the information received by a business is unreliable?

What are some common sources of informal information used in your business?

Why is it important in business to have information about others? What about the privacy of the individual?

List some common approaches to how conflict can be identified, managed, and resolved?

3.1b Apply what you have learned to these scenarios

Discussion questions

Now that you have learned about business information, the methods of gathering and assessing the information, and the approaches for resolving conflicts with people of varying cultures and backgrounds, now it is time to put your knowledge to work.

This activity includes two scenarios for which you will provide your opinion on how you would handle the situation/s.

Scenario 1

You lead a newly built team of developers, men and women, for a large computer software company in India. You have twelve people on this team from three different countries including China, India, and Australia. Today is their first day on the job and you decide to have a gathering with food and drink to introduce everyone properly and so they can get acquainted.

Discuss these questions with your fellow students:

What is the first thing that you would do in this situation?

What would be good information to know about each team member?

What types of food and drink should be served?

How do you perform introductions based on each of the team members cultural background?

What (if any) other matters should be addressed at this time?

Scenario 2

The team discussed in Scenario 1 has now started work. There have been various conflicts regarding the processes to be followed by the overall team and the tasks required to complete the projects. Several team members have displayed their unhappiness with direct confrontation, which has created tension among team members.

Discuss these questions:

What are some of the first steps you should take prior to managing this conflict?

How do you determine the underlying cause of the conflicts between the team members?

What types of options do you have if you are working with low-context team members?

How can you identify the common goals for the team members and resolve the conflicts?

What other issues can you think of that should be addressed?

3.1c Business Reporting

Business Reporting

Review this topic to enhance your knowledge of how Asian countries are participating in sustainability reporting and becoming increasingly aware of their corporate social responsibility. You will also learn about the international accounting and reporting standards and the processes Asian business is taking to adopt these standards.

In this video, you will learn about sustainability reporting and the promotion of global environmental, economic, and social sustainability along with the index that ranks the leading firms in Asia based on sustainability. You will also learn about the different approaches to implementing corporate social responsibility policies and the methods of accounting and financial reporting used in various Asian countries. Please note that the GRI standards have undergone a significant revision and the latest information can be found at the GRI websiteHYPERLINK "https://www.globalreporting.org/standards/" t "_blank"hereLinks to an external site.. Please find updated information on the UN Global CompactHYPERLINK "https://unglobalcompact.org/" t "_blank"hereLinks to an external site.. The Asia Sustainability Index has been superseded by a number of developments, including theDow Jones Sustainability Asia/Pacific IndexLinks to an external site.and a comprehensive approach to reporting progress on theSDGs in the Asia Pacific in 2023Links to an external site.. An update on ISO 26000 can be foundHYPERLINK "https://iso26000.info/" t "_blank"hereLinks to an external site.. Updated information on the IFRS can be foundHYPERLINK "https://www.ifrs.org/" t "_blank"hereLinks to an external site..

Reading: Accounting and Corporate Governance in Asia

As the commerce of the world becomes more of global, it is increasingly important to have a standardised system for financial and accounting data. Because of this, the international financial reporting standards (IFRS) were developed to create a consistency between businesses.

The adoption process of the IFRS is being completed in phases across the Asia-Pacific region and is generally accepted, however, there is still work to be done. As the reporting communicates to other businesses and builds relationships, the compliance of reporting falls under corporate governance methods.

This article will discuss the various methods of reporting financial and accounting information as well as how countries in Asia are adapting to the standards or creating similar standards of their own. This article covers details about corporate governance, the models that are used, and the problems that exist within concentrated ownership and family controlled companies. You will also see the challenges ahead in gaining compliance and cooperation of Asian governments and organisations.

Hasegawa, H. & Noronha, C. (2008).Chapter 3 Accounting and Corporate Governance in Asia, inAsian Business and Management: Theory, Practice and Perspectives,58-73.

As you read, consider the following questions:

Why is it important for reporting standards to be consistent worldwide?

What advantages exist for adopting the IFRS?

What are the differences and similarities between a few corporate governance models?

How can a corporate governance model be weakened?

Corporate Governance

Gain deeper knowledge about the principles of corporate governance from the perspectives of Japan and China, the principles of successful corporate governance, and the rise of civil society.

In this video, you will learn about successful corporate governance principles such as protect shareholders and ensure timely disclosures. The corporate governance models of Japan and China as they apply to stakeholders, management, and government will also be discussed. You will also learn about the rise of civil society in Asia that incorporates crucial issues such as environmental protection and the involvement of the local people.An updated and detailed explanation of corporate governance in China, including recent legal changes, can be foundHYPERLINK "https://iclg.com/practice-areas/corporate-governance-laws-and-regulations/china" t "_blank"hereLinks to an external site..Recent changes in regulations concerning the role of the Communist Party in Chinese companies are discussed in this article titledChina's companies rewrite rules to declare Communist Party ties.Links to an external site.A more detailed explanation on how the modern Keiretsu operates, with particular reference to Toyota, can be found be this article titledThe New, Improved Keiretsu.Links to an external site.Reading: Governance in Asian Countries: Has Confucianism Anything to Offer?

The teachings of Confucius have a lot of influence over Asian businesses, especially with regard to the value of relationships and how to treat and respect others with honesty and compassion. But how can the teachings of Confucius benefit corporate governance?The corporate governance for Anglo-Americans has been the dominant model and includes mechanisms such as shareholder protection and laws, disclosure, and the pursuit of profit. Overtime, Asian corporations have adopted Anglo-American corporate governance practices to attract investors and increase business confidence.This article covers aspects of Anglo-American corporate governance models and how Asian countries were pressured and directed to replace their traditional models with this model. This article will explore the basic principles and values of Confucianism and how they can apply to Asian corporate governance models.

Miles, L. & Goo, S.H. (2013).Governance in Asian Countries: Has Confucianism Anything to Offer?,Business and Society Review, 118(1), 23-45.

As you read, consider the following questions:

What are the key factors of the Anglo-American corporate governance model?

How do the five virtues and five relations of Confucianism relate to corporate governance?

What are the benefits (if any) to applying Confucianism to corporate governance?

3.1e Discuss corporate governance in China and Japan

Discussion: Issues with Corporate Governance in China and Japan

As you have learned, the structures and models of corporate governance vary from country to country and each has their share of challenges and benefits.

Now that you have learned about the corporate governance of Japan and China, you have an opportunity to discuss the questions below that will help you to make more informed business decisions when working with companies and corporations in the Asia-Pacific region.These questions may be discussed in our weekly Teams class.

What are the advantages and disadvantages of having bank affiliation in corporate governance like that in Japan?

What are the advantages and disadvantages of having government involvement in corporate governance like that in Japan?

What are the advantages and disadvantage of the communist party involvement in corporate governance in China?

With regards to corporate governance model of China, what does it mean to be control-based?

In the context of the corporate governance model of China; what are the benefits and detriments of having outside directors? How does the way they are appointed impact the system?

Reply

3.2a Formal and informal markets

Successfully navigating the business environment in the Asia-Pacific requires an understanding of both formal and informal business systems. Those from low-context cultures, such as Australia, often rely on contracts, agreements, trade agreements and formal structures to establish and develop business relationships. However, in Asian and Pacific cultures, the context of the business environment, including the exercise of authority, the rationale for business, the role of identity and social capital often play crucial roles in determining business success. This section will explore these issues which will help in identifying business problems and issues. The section is particularly helpful in completing your business case study, especially in relation to identifying business problems.

Informal and Formal Markets in the Pacific

The informal economy also plays a big role in the business environments of Asia and the Pacific. This article by John D. Conroy titledEconomic informality in in Pacific island countriesexplores how the informal economy operated in Papua New Guinea.

This article by Anna Naupa titledA tale of two sectors: Women leaders bridging the formal and informal sectors during Vanuatus COVID crisisexamines how women leaders bridged the formal and informal sectors during Vanuatus COVID crisis.

Remittances also play a role in economic and business development, and this article titledRemittances vis--vis bank credit and investments in Pacific island countries: The case of Fijiexplores how remittances play a role in Fiji's economy.

3.2b Business Systems in Asia - Formal and Informal

Business Systems in Asia

Review this video and these readings to recognise the importance of understanding Asian business systems, and how formal and informal systems and markets interact.

In this video, you will discover various aspects of Asian business systems, customs that build trust and long-lasting relationships in business, and how business systems are categorised as coordination, order, and meaning.

Stern Hu was released from jail in 2018, and an update on the situation can be found in this article titled'Stern Hu case a 'wake-up call' on the challenges of the China relationship'.Links to an external site.Reading: Asian Cultures and Business Systems

With the increase of globalisation, there has also been an increase in international trade volumes. In order for most globalisation to occur, countries need to understand and respect various cultural differences and the business systems of the countries with whom they intend to build business relationships.Many large economies have mastered the ability to create business networks and systems that appeal to outside investors, bring production and manufacturing to the country, and allow many people around the world to come together. Without a mutual understanding of each others culture, many business transactions would not occur.In this chapter, you will learn that business systems are built on the foundations of cultures, values, and beliefs. You will learn the importance of understanding the cultural systems, characteristics, and business practices of other countries prior to conducting business with them.

Hasegawa, H. & Noronha, C. (2014) Asian Business and Management: Theory, Practice and Perspectives (2nded),Chapter1 - The Business Systems of Asia,pages 15-36.

Note:The library currently holds1 copyof this book. To access the chapter:

Click the link to access the ebookClick the link "Show Subsections" just under the heading for "Part 1"

Download the chapter as a PDF

Interactivity: Business Systems - Formal and Informal

Now that you have been introduced to business systems and how they function in Asian countries, you will now have the opportunity to apply your knowledge.

Use this interactivity to test your knowledge about the terms associated with business systems, networks, human capital, and authority.Open this activity via the image below or via the link:Business Systems InteractivityLinks to an external site..

3.3a Compliance and Corruption

Transparency and good governance

More broadly, it is clear that quality of governance across the economies and business systems of the Asia-Pacific region is fairly uneven. Relationships across government and business are sometimes intertwined and socio-cultural factors and norms an play a greater influence in the way business interactions are carries out at the expense of good governance. This gives rise to the potential for corruption at various levels of decision-making.

Transparency International defines governance as the legal and institutional arrangements and relationships that shape the way decisions are made and authority is exercised in a given country. Good governance is at the core of Sustainable Development Goal (SDG) 16 which seeks access to justice for all and building effective, accountable institutions at all levels. Good governance based on a number of key factors and approaches to governing and business decision-making, including: participation in decision-making, respect for the rule of law, transparency, responsiveness, consensus, equity, effectiveness and efficiency, accountability.

For businesses operating, or thinking about operating, in the Asia Pacific understanding how the rule of law is applied has never been more important. It is, quite simply, prudent risk management. At its core, the rule of law reflects the capacity of the law and legal system to impose meaningful constraints on arbitrary actions by the state and powerful individuals.

Reading: Assessing the State of Rule of Law in Southeast Asia

The following paper offers some insights into the application of the rule of law within Southeast Asia, and how you might consider rule of law issues.

Lucy West and Leong Tsu Quin (2019) Assessing the State of Rule of Law in Southeast Asia in Byrne and West (eds) State of the Neighbourhood 2020.

Reading: State Capture in Asia Pacific

An additional reading from Transparency International provides an overview of the issue of for state capture defined as the situations where powerful individuals, institutions, companies or groups within or outside a country use corruption to influence a nations policies, legal environment and economy to benefit their own private interests. The deeply intertwined relationships between the ruling elite and the business sector in many nations and economies of the Asia-Pacific region heightens the opportunities for state capture. But with awareness, there are strategies that can be employed to guard against state capture while enhancing transparency within institutions and interactions at the same time.

Nieves Ziga (2019) State Capture in Asia PacificLinks to an external site., Transparency International, 22 July.

PreviousNextMark as done.

How can organisations make conscious purchasing decisions?

In this series of videos, Associate Professor Peter Woods interviews Daria Toschi, Senior Cateogry Manager, Strategic Procurement and Supply at Griffith University, on what organisations can do to ensure they are examining their supply chain for risks of modern slavery.

The PowerPoint slides used in the videos are available on this page, along with links to selected resources if you would like to take a closer look at this issue.

Resources

These resources are recommended if you would like to take a closer look at the issue of modern slavery and corporate responsibilities.

Global Estimates of Modern Slavery 2022 - Forced Labour and Forced MarriageLinks to an external site.Global Slavery index 2018 - Asia and the PacificLinks to an external site.Resources to aid the interpretation of the UN Guiding Principles on Business and Human Rights (UNGPs)Links to an external site.

What Griffith is doing

Griffith is acting to ensure that procurement activities are aligned with its principles and values. Find out more about this on the page:Supplying to GriffithSDG 8

While the work to address modern slavery aligns with severalSustainable Development Goals (SDGs)Links to an external site., this work particularly relates toSDG 8 - Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for allLinks to an external site..

What other SDGs do you think align with the work to address modern slavery?

Module 3 Summary

Module 3 Summary

In this module, you have learned the value of understanding the languages and context of the words the people with different backgrounds speak. You have also learned about the methods that are used to gather and manage formal and informal business information. How the information may be used to deal with possible conflicts that may arise in business has also been discussed.

You have seen that time and space have different meaning to different cultures and the manner in which people accomplish tasks can be quite different as well. Asian cultures are unique and have different methods for tasks, such as reporting corporate social responsibility, accounting, and financial information. You have also learned about the various methods used to prepare and report financial information.

The module has also explored how formal and informal systems interact when doing business in both Asia and in the Pacific Islands.

This module concluded with a discussion on the corporate governance principles for success and the various ways that Japan and China apply corporate governance to their businesses. Lastly, the rise of civil societies in Asia and how they are demonstrating an emphasis on awareness of environmental issues, protection of the environment, involving local people to help and contribute, and getting more corporations to participate in local program.

Through the activities and lessons in this module, you should have a better understanding of information and ethics in the Asia-Pacific region. You should now be able to:

Explain how business information and communication may differ between Asian businesses.

Identify the different approaches of implementing corporate social responsibility policies in Asia.

Discuss the International Accounting Standards (IAS) and International Financial Reporting Standards (IFRS) and how Asia has adopted these standards.

Describe the framework for Asian business systems.

Outline how eating and drinking play a role in doing business in Asia.

Identify the issues of corporate governance in Japan and China.

Outline the trends of corporate governance in Asia.

Take a moment to reflect on these lessons and consider the following questions before you move on to the next module:

What is the importance of gathering information about peoples culture and ideals before engaging in business with them?

What is the importance of having a standardised reporting system?

What is the importance of understanding Asian business systems?

How does corporate governance play a role in the global economy?

Setting the Stage

This module will focus on the differences between leadership and management in the context of Asian business. The importance of social relationships in leadership and management, and the cultural influences and impacts on leadership and management in the Asia-Pacific region will also be discussed.

What would you say are the attributes that make an effective leader?

What makes you want to follow someone? Do they inspire you? In this module, you will learn about the difference between leadership and management, the impact of leaders and the attributes that are needed to be an effective global leader.The module will discuss how leadership and management styles in the Asia-Pacific region are influenced by cultural traditions such as family values, role models, Confucianism, and other factors. You will also see how many values, such as harmony, promote the importance of relationships between leaders, managers and the people they work with.You will also learn about a study on the relationships between societal cultures, leadership, and organisational practices called the Globe Project. You will investigate how it has become one of the most prominent and comprehensive studies of all time that assists in determining effective attributes of leadership across this culturally diverse planet.Throughout the module, you will be working on activities that put your newly learned Managing in Asia skills to work. Some of these activities will serve as assessments of the knowledge and skills you will acquire in the module.

Module Objectives

After completing this module, you should be able to:

Explain the differences between Western and Eastern leadership and management styles

Discuss the underlying principles of Confucianism

Explain how building harmony operates in different cultural contexts

Explain some of the cultural influences on leadership styles in the Asia-Pacific region

4.1a Asian Leadership and Management Styles

Review these lectures and readings to gain understanding of the leadership and management practices used in the Asia-Pacific region, the impact of culture, family, and national role models on leadership, and the historical leadership practices that have been passed down through the generations.

Asian Leadership and Management Styles

In this video, you will learn about the leadership and management in the Asia-Pacific region including the teachers and national figures that influence leadership. You will also learn how tradition is blended with modern leadership qualities and the principles of moderated desire as part of leadership and management practices.

Read: Linking Chinese Leadership Theory and Practice to the World: Leadership Secrets of the Middle Kingdom

Many Chinese leadership theories and practices come from the historical influences such as, family values, cultures, and ideologies that span many years. With Chinas growth rates, global commerce, and expanding business opportunities, there is a need for more current leadership theories.

Recent theories have explored independent leadership facets such as culture, guanxi, family values, health of corporations, and networks and how these facets impact and change leadership in China. Many try to understand the differences between Eastern and Western methods of leadership and how the values, practices, and activities impact each other.

In this article, you will explore various leadership theories that attempt to explain leadership in China. You will identify the limiting factors of traditional state-owned enterprises and how they influence the systems of leadership. This article concludes with the concept of a sharing network leadership model for building business structures that are reliant on the support of a Chinese and American business environment.

Read:Linking Chinese Leadership Theory and Practice to the World: Leadership Secrets of the Middle Kingdom -Pages 272-297

This is a digitised reading. To access this Chapter, go to Readings in the course menu.

As you read, consider the following questions:

What types of leadership theories have been created for leadership in China?

How are Eastern and Western leadership styles different?

Why are more current theories needed?

On which elements are China leadership practices based?

What is a sharing leadership network?

PreviousNextMark as done.

Reading: Economy and Ethical Roots of Chinese Strategy

When Western companies decide to take their business to China, it seems like a win-win situation due to the enormous population of consumers and a lively growing economy. However, there is much to learn.

Western business sometimes forgets that Chinas management practices were built on a very different foundation than their own. Confucianism has dominated the methodologies of rulers and has impacted the power and organisation of businesses with ethical and philosophical outlooks such as harmony and building true and solid relationships.

In this article, you will explore the economic roots of Chinese strategy and the conflicting attitudes about profit and family. You will also read about the hierarchy of the five relationships that has defined Chinese society and how modern day China is attempting to fuse economics and ethics to better their economy. The article concludes with a look at Taoism and its impact on Chinese society.

Read:Economy and Ethical Roots of Chinese Strategy - pages 29-48

This is a digitised resource. Go to the Readings link in the course menu to access this reading.

As you read, consider the following questions:

Which Confucian elements have promoted economic development?

How valuable is trust and uprightness in business?

How does Taoism impact Chinese society?

4.2b Discuss the historical philosophies of Confucianism

Explore and discuss the historical philosophies of Confucianism

Now that you have learned about Confucianism principles and how these principles are used as important foundations in Asian business, you will now be given an opportunity to apply your knowledge.

Use this interactivity to explore the historical philosophies of Confucianism, specifically harmony and the five virtues, and how they apply to modern day business and management/leadership practices in the Asia-Pacific region.

Activity:Confucian and Worldly IdeasLinks to an external site.4.3a Leading and Managing Innovation and Change in Asia

Leading Change and Innovation in Asia

In this video, you will learn about the research conducted by the Globe Project. The Project combines quantitative survey data with qualitative data to interpret success attributes of leaders and managers as well as characteristics of leadership, such as team oriented and participative. You will also see how the influence of Confucianism influences the leadership practices in the Asia-Pacific region.

Reading: Conceptualizing Leadership across Cultures

What does culture mean to you? How is leadership developed across various cultures to essentially get the same tasks completed using different styles of leadership? When you explore the business and leadership differences across cultural boundaries, you begin to face questions, challenges, and possibly confusion.First, we have to determine what culture means to the people who are using it. Some cultures are passed down through generations of people living in the same regions, some cultures are learned from philosophers and rulers of different time eras, and so on. Some leaders may be more familiar with the cultures of society to perform their leadership roles than the duties of the role itself.In this article, you will discover the meaning of culture, cultural orientation and dimensions and culture clustering. You will explore how all of these are used to define leadership and the way they influence and motivate others. This article looks at how to identify the leadership characteristics that are universal as well as those that are country specific while also identifying the challenges with deciding if culture does indeed impact leadership.Read: Dickson, M.W. et al (2012).Conceptualizing Leadership across Cultures, Journal of World Business, 47(4), 483-492.As you read, consider the following questions:

How does the article define culture?

What are cultural dimensions and how do they influence leadership characteristics?

What are the elements of culture clusters and their effect on businesses?

Why is it difficult to determine if culture impacts leadership across many different cultural boundaries?

Reading: GLOBE: A twenty year journey into the intriguing world of culture and leadership

It is critical to monitor the effectiveness and legitimacy of leadership within any organisation. It is important to discover the tactics that are working and those that are not. It is also important to understand why leadership is working and be proactive about the challenges ahead. When evaluating leadership, it is wise to understand the standards, cultures, and ideals to which each leader holds themselves.The Global Leadership and Organizational Behavior Effectiveness (Globe) Project has been active for 20 years researching and investigating the effects of culture on leadership, economic competitiveness, aspects of the human condition, and exception CEOs that exceed societys expectations. It continues to publish results and present findings that impress and teach.In this article, you will explore the many facets and research efforts of the Globe Project and the phases of their research. You will read about their standards of measurement and the cultural dimensions that are significant to their research.Read: Dorfman, P. et al (2012),GLOBE: A twenty year journey into the intriguing world of culture and leadership, Journal of World Business, 47(4), 504-518.As you read, consider the following questions:

Why was Globe created?

What does Globe use as the basis of their research?

How does Globe integrate cultural dimensions into their research and publications?

Reading: Managerial Implications of the GLOBE Project: A study of 62 societies

Global managers are tasked with many issues regarding stakeholders in the organisation, cultural differences, technological systems, sales figures and operations, as well as workforce management, business building actions, competition evaluation and many others. In a world that is becoming increasingly global, managers need guidance to perform many of the leadership tasks of today.In this article, you will broaden your understanding of the Globe Project as it researches and studies 62 nations regarding culture and leadership. This article identifies key implications, defines cultural construct with sample questionnaire items and outlines dimension scales with characteristics of each. It will also provide an example of a global manager from Australia doing business in Singapore.Read: Javidan, M. & Dastmalchian, A. (2009).Managerial Implications of the GLOBE Project: A study of 62 societies, Asia Pacific Journal of Human Reesources, 47(1), 41-58.As you read, consider the following questions:

How does the research of the GLOBE Project assist managers?

What are some of the challenges of global managers

What are the tasks of global managers?

How does culture impact management?

What are some of the differences and similarities the research found between Australia and Singapore?

The Multicultural Team

Within corporate and business environments, teams are being used more and more as effective units that work together to provide solutions to challenges and issues the business faces. Teams do not come naturally; in fact, they must be managed in a way that gives them a sense of purpose with a goal that they understand must be completed jointly.

Multicultural teams provide more developmental opportunities through the bringing together of people with various backgrounds, thoughts, and ideas. As people on multicultural teams come from different countries and cultures, they may have different needs and expectations as well. Therefore effective management of multicultural teams is crucial.

Virtual teams are also on the rise globally and present a new dynamic in that they usually do not have physical people to interact with. This can decrease motivation and increase confusion of tasks and goals. Virtual teams are vital in a global economy and can be very effective with proper management and team direction.

Please consider the following questions:

What is a multicultural team?

What are the strategies for managing a multicultural team?

Why do different backgrounds have different needs?

How can virtual teams be effective?

4.3c Discuss Culture and Leadership in the context of innovation and change

Cutural Innovation and Change

As you have learned, the Globe Project involves the research of societal culture and organisational behaviour and how it influences the abilities and expectations of leaders and managers.

What does it mean to have universally endorsed attributes and behaviours of leadership?

Why are cultural dimensions important to leading change and encouraging innovation?

Which three attributes do you believe are crucial for managing change successfully? Why?

Look back at the MBI model. How does this model help us to use diversity as a resource for innovation?

How does the Globe Project research help managers/leaders?

4.3d Discussion: Group Decision-Making Methods and Resolving Conflicts

Discuss your reflections and observations on group decision-making

Now that you have learned about the various factors that can impact group-decision making, you will now be given an opportunity to apply the knowledge that you have acquired.

Use this interactivity to explore factors such as culture, knowledge, and time requirements that are used in group decision-making actions, as well as methods that are used to resolve conflicts.

Open theInteractivity: Group Decision-Making and Resolving ConflictsLinks to an external site.Activity: How Groups and Countries Resolve Conflicts

Work through the activity to enhance your understanding of how groups and Countries resolve conflicts. Make sure to complete this activity prior to the online classroom session so you can be an active participant in the discussion.

Introduction

As you have learned, there are several types of group decision-making methods such as being able to vote as a group or have the leader make decisions based on the groups discussions. You have also learned that conflicts can arise in groups that at times need to be resolved. There are many ways to resolve conflict including some methods shown in this module for example the integrating style that allows members to collaborate to come to a resolution.

Directions

Post answers to the following on the social media discussion area determined by your convenor:

Research different countries and their social and business environments to determine which group decision methods they would most likely use. Summarise your results.

Discuss two different group decision-making methods, the countries that you have found that would use one of the chosen methods, and the reasons why.

Research different countries and their social and business environments to determine what method they would use to resolve conflicts. Summarise your results.

Discuss three different conflict resolution methods, the countries that you have found that would use one of the chosen methods, and the reasons why.

Which method of resolving conflicts do you usually use?

Comment or reply to at least two posts from other students.

As in all online (and offline!) interactions with students and staff, be courteous and engaging. If differences of opinion occur, debate the issues professionally and provide examples to support your opinions. Make your point without making an enemy.

The instructor will be actively involved in the discussion.

For more guidance on online interaction, please refer to the Griffith Social Media Guidelines.

Module 4 Summary

Module 4 Summary

In this module, you have learned about some of the differences between Western and Eastern styles of leadership and management as well as the how the philosophies of Confucianism impacts the leadership and management styles in the Asia-Pacific region. You have seen that, based on philosophy and tradition, building relationships and creating harmony in Asian management has been and is still important today.

You have learned about the Globe Project, a research-based group that investigates the qualities of leadership by comparing societal cultural dimensions while determining its impact on effective global leadership and management styles. Within this research, you have seen the attributes of successful leaders/managers as well as those that are universal and those that are specific to a country or region.

You have learned that cultural dimensions do play a limited but significant role in strategic decision making when doing business in Asia. Business people need to adjust their expectations, scheduling, extent and detail of information depending on the predominant culture of an Asian business partner. Understanding how authority is viewed and the role of harmony can help in business negotiations in Japan.

Through the activities and lessons in this module, you should have a better understanding of Managing in Asia. You should now be able to:

Explain the differences between Western and Eastern leadership and management styles

Discuss the underlying principles of Confucianism

Explain how building harmony operates in different cultural contexts

Explain some of the cultural influences on leadership styles in the Asia-Pacific region

Demonstrate an understanding of the extent to which culture plays a role in strategic decision-makingwhen doing business in Asia

List the different approaches to group decision making and resolving conflict

Describe some of the cultural influences on strategic decision-making when doing business inJapan.

Setting the StageModule Overview

Doing business in a different country has many benefits and rewards as well as many challenges. Take for instance, the athletic wear industry of U.S. based Nike and Germany based Adidas. Both have strong presence and sales in China and both compete for market share from the China based Li-Ning athletic shoes. Both Nike and Adidas have negotiated factory productions, aligned with governmental regulations, witnessed acceptance into the market, and soared in sales due to the large population.

However, these two companies did not just buy a building, set up shop, put out an open sign, and expect the people to come in and buy their product. Many hours were spent learning about the country, the market, and other aspects of business before conducting business in another country. The companies also analysed relevant economic and technological trends, and they continue to evolve their products, services and operations based on these trends.

In this module you will learn about economic development and how this plays a role in developing business opportunities in the Asia-Pacific. We will examine some of the ethical issues relevant to sustainable development. You will also learn about some of the trends affecting businesses in the region, such asthe digital economy, social entrepreneurship, smart cities and issues in cyber space. These issues are relevant as you consider developing a business pitch to establish a new business, product or service in the region.

Module Objectives

After completing this module, you should be able to:

Explain how ethical economic development of the region is relevant to doing business across the Asia-Pacific region.

Identify, analyse and respond to emerging trends and dynamics underpinning business opportunities in the Asia Pacific region including the digital economy, social entrepreneurship, smart cities and issues in cyber space.

5.1a Economic Development and Sustainability

Economic growth and development

This section will discuss the rapid economic growth and development of the Asia-Pacific region over the past few decades and the challenges the region faces with sustainable development and corporate social responsibility.

We will be looking at economic development indicators, the economic order, the limits of the current business model, the corporate social responsibility, and the sustainability of the Asia-Pacific region.

Economic Development

In this video, you will learn about economic development indicators including gross domestic product, inequality on the Gini index , a growing middle class, and education along with the details and actions within Asia regarding sustainable development and corporate social responsibility.

Growth and Justice in the Asia Pacific region

In this video,Dr. Pichamon Yeophantong, Chair of the UN Working Group on Business and Human Rights explains how economic development must be inclusive and consistent with protecting human rights.

https://www.youtube.com/watch?v=8B666IFYd3s&t=1sLinks to an external site.TheEconomic and Social Survey of Asia and the PacificLinks to an external site.examines development in the context of sustainability and inclusion. This approach reflects a more holistic approach to economic development in the region.

Reading: The Rise of Developing Asia and the New Economic Order

Changes have occurred in the world economy as the regions of Asia have emerged over the past few decades. It is thought that China will overtake the United Stated in terms of gross domestic product by the year 2025. Where, once stood the expansion and growth of industrialised countries, there has been a pattern of slower growth.

Professional economists continue to create theories based on the data that is accessible and accurate to determine when regions of Asia, such as China, Korea, and Japan will alter the world economic order.

In this article, you will discover a range of facts and figures that focus on sixteen economies of Southeast Asia to recognise the emerging trends in the economic growth of these regions as well as the expected changes that will occur globally. The article will provide projections, analysis, and data sources used to measure the economic world growth.

Read:The Rise of Developing Asia and the New Economic OrderAs you read, consider the following questions:

How has China been able to grow more rapidly than the United States?

What types of data did the research in this article use to project world economic growth?

Which regions have experience powerful growth?

Which regions are still lagging behind in economic growth?

Reading: Japan and the World Economy

During the past three decades, we have witnessed strong growth for the Asia-Pacific regions and they remain one of the main growth drivers of the world economy. Although there is moderate slowdown of growth globally, the predictions are for a change in the world economic order in the coming years.

In this article, you will explore the factors that contribute to the economic performance of the Asia-Pacific region that are used to develop baseline projections for economic growth. Determinants such as human capital, technology, income per capita, financial capital, and education have been used for the baseline projections, future estimations, and world economic projections.

Read:Japan and the World EconomyAs you read, consider the following questions:

What are the regions of Asia-Pacific doing to increase economic growth?

Do you think Asias growth continue or dissolve? Explain your answer

Which regions are growing and which are not?

What determinants are used to project growth? Why?

5.1b Discussion: Economic Development in Asia

Economic development

As you have learned, the economic development in Asia has been growing at a rapid pace over the past several decades. You have also learned about the issues with economic developments in many regions of Asia along with the corporate social responsibility and sustainable participation of Asian countries to build a lasting economy.

Why must Asia care about corporate social responsibility in todays economy? Explain your answer.

Based on what you know about the Asian-Pacific environment and economy, why is sustainability a crucial factor? Explain your answer.

What are the benefits to corporate social responsibility and sustainability to a business? Explain your answer.

5.2 Social entrepreneurship

Social enterprises

Introduction

Social enterprises are businesses guided by a social purpose. For a practical introduction to social enterprises in Asia, please read this article from the Asian Development BankSocial Enterprise in Asia: Businesses with a MissionLinks to an external site.. For examples of social enterprises in Asia, you may find this article interesting22 Social Enterprises to Watch for in Asia in 2020Links to an external site.Social entrepreneurs are changing the food system in Asia and are reviving some uses of traditional health foods in the region. The following website provides six video examples of how social entrepreneurs are positively changing the food system in Asia. TheAustralia-ASEAN Young Leaders ProgramLinks to an external site.is currently operating and has a list of delegates from Australia and Asia who are already leading innovative social entrepreneurship businesses.

Griffith's Centre for Systems Innovation

Explore the work ofGriffith's Centre for Systems Innovationfor insights into efforts in social enterprise and systems change, including the Australian Social Enterprise National Strategy (links near the bottom of the page.

We work with people and organisations who are intentional about creating change. Those interested in regenerative economic practices and concepts, systems change and net positive outcomes for people, place and planet.

Asian Social Enterprise Models

The following article classifies and analyses social enterprises in Asia. The article is a chapter from a book on Social Enterprise in Asia and the book is available online from the Griffith University library. I encourage you to explore this book if you are interested in further reading on this topic, as it contains chapters that are specific to a number of Asian countries.

ReadIntroduction - The Rising Interest for Social Enterprise in Asiaand

ReadChapter 16 - Asian Social Enterprise Models in a Worldwide Perspectivefrom the book:Social Enterprise in Asia

5.3a Smart Cities (Technology and Entrepreneurship)

The Smart Cities agenda

As economies emerge from the initial shock of Covid-19 it seems that technology is on the cusp of the next major revolution. Its a revolution that Robert Manning (2019) describes as a convergence of AI, Big Data, the Internet of Things, advanced robotics, nanotechnology, 5G and other cutting edge innovations that promise to radially transform the very way we live and do business.

In many ways, China is leading the way. In an early 2020 issue of The National Interest Graeme Allison and Y wrote about Chinas great leap on Artificial Intelligence technologies, noting that today the Asian giant stands as a full spectrum peer competitor of the United States in commercial and national security applications of AI.

The smart cities agenda, led by and large by Singapore, offers new opportunities for the application of technology right across the region. At the same time, right across Southeast Asia technology is giving rise to a new generation of entrepreneurs, many of whom are findings innovative ways to deliver social impact through their business endeavours.

Key themes

Keep your eyes out for the following themes: growing industrialisation and manufacturing sophistication leading to a move from imitation to innovation; the prevalence of mobile technology use and new technology use, and its likely implications in Asia leap-frogging ahead of older clunkier technology to mainstream new tech consumption and production; the role of businesses in bridging gaps left by government in addressing major social or environmental challenges; and the role of business ecosystems, business in the bubble, and established networks intra-regionally.

Read more on these themes

We will be taking these themes forward in our discussions, and recommend the following reading and viewing in preparation:

Dian Tjondronegoro (2019) The next AI super power: Why Australias regional positioning and global outlook are important to the future of industry, Griffith Asia Institute Regional Outlook Paper 63.

McKinsey Global Institute,Smart cities: Digital Solutions for a more liveable futureLinks to an external site., 5 June 2018.

5.3b The State of Play in Cyber Space

Risks and implications of power struggles in cyber space

Nation states around the world are investing heavily in new cyber capabilities with serious implications. There are obvious consequences: single cyber-attacks are now able to cause billions of dollars of damage to companies. As we connect more and more physical systems like cars and factories to the internet, weve only narrowly escaped the first deaths and serious injuries from cyber-attacks, but they are unfortunately coming. And if the 5G telecommunications network lives up to its promise, its security will become the top priority of all governments as every major system in our economy and society comes to depend on it.

There are also less visible struggles for power among nation states. Espionage is now conducted at an industrial scale online. Some states, like China, are building their economies off the back of the wholesale theft of intellectual property. Surveillance technologies are being perfected in authoritarian states and exported around the world, disrupting traditional pathways to democratization. And smart cities are promising to make our lives easier but are also being built with a view by some states to shape their external environment. Often, the issue of the export and import of technologies to and from illiberal regimes is narrowly focused on issues like espionage, when in fact a broader framework is needed.

Mr Fergus Hanson, Director of the International Cyber Policy Centre at the Australian Strategic Policy Institute (ASPI). Fergus is the author of Internet Wars and has published widely on a range of cyber and foreign policy topics. He was a Professional Fulbright Scholar based at Georgetown University working on the uptake of new technologies by the US government.

Dr Samantha Hoffman, Visiting Fellow at the International Cyber Policy Centre, Australian Strategic Policy Institute (ASPI). Dr Hoffmans research explores the domestic and global implications of the Chinese Communist Partys approach to state security with new ways of thinking about how to understand and respond. Dr. Hoffman holds a PhD in Politics and International Relations.

Co-hosted by Griffith Asia Institute, Australian Centre of Asia-Pacific Art (ACAPA) and the Queensland Art Gallery | Gallery of Modern Art (QAGOMA).

Module 5 Summary

In this module, you have learned about the issues with economic development in Asia-Pacific regions, the limits on the current business models, and the methods that Asia is taking to participate in corporate social responsibility and sustainability. You have also learned about some of the major trends affecting business in the region including the digital economy, social entrepreneurship, smart cities and issues in cyberspace.

With a significant portion of the worlds population living in the Asia-Pacific region, it plays a significant role in the global economy and the earths collective forces to expand human development. The Asia-Pacific region has made many economic gains, yet faces many issues that impact the path to a sustainable economy including persistent poverty, income inequalities and exposure to natural disasters.

During this module, you have learned about areas that impact economic development and the business model, including:

Poverty and Humanitarian issues

Environmental impact

Growing cities

Reluctance to shift to a green economy

Insufficient use of human capital

In this module, you have learned about the issues with economic development in Asia-Pacific regions, the limits on the current business models, and the methods that Asia is taking to participate in corporate social responsibility and sustainability. You have also learned about some of the major trends affecting business in the region including the digital economy, social entrepreneurship, smart cities and issues in cyberspace.

Through the activities and lessons in this module, you should have a better understanding of Social Responsibility in Asia. You should now be able to:

Explain the issues associated with economic development in the Asia-Pacific region.

Discuss the issues surrounding sustainable development and corporate social responsibility in Asia.

Identify, analyse and respond to emerging trends and dynamics underpinning business opportunities in the Asia Pacific region,including the digital economy, social entrepreneurship, smart cities and issues in cyber space.

Setting the Stage

Engagement with the Asia Pacific region is a great imperative and opportunity for Australian business. Despite COVID-related economic downturn across much of the world, the region remains one of Australias greatest strategic priorities and economic partners. The region continues to demonstrate unrivalled dynamism and diversity, and while Australian business has a mixed record of engagement with our near neighbours, the Asia Pacific region will be integral to Australian growth in the years to come.

This module will introduce you to the key characters in Australia and the region that make engagement possible. You will explore Free Trade Agreements (FTAs), regional agreements and business ecosystems, as well as negotiation strategies, empathy mapping, and resources for you to take forwards in your journey to Asian business engagement beyond this course.

Throughout the module, you will be working on activities that put your newly learned Australian business engagement in the region skills to work. Careful review of the objectives and checklist will help you prepare for what you will learn and plan your progression through this module.

Module Objectives

After completing this module, you should be able to:

Describe the status of Australian business in the Asia Pacific

Explain the key characters in Asia Pacific business

Describe relevant FTAs, regional agreements and structures that impact on Australian business operating in the region

Map the Australian landscape what networks, infrastructure, and bodies exist to help businesses navigate in the Asia Pacific

Apply negotiation strategies to your future work in the region

Apply empathy mapping to your future engagements in the region

Explain and access further resources for Australian business engagement in the Asia Pacific.

6.1a The status of Australian business engagement in the Asia Pacific

Australia's economy

The strength of Australias economy reflects the countrys unique position in the worlds fastest-growing economic region the Asia Pacific. Prior to COVID-19, Australias economy officially recorded 27 years of uninterrupted annual growth an achievement unrivalled by any other developed countries. Australias trade with Asia is a vital part of this growth, with several factors enabling us: from our proximity to the region, to our export-oriented resource sector and high industrialisation and specialisation.

In 2019, trade with Asia represented about two-thirds of Australias two-way trade in goods and services:

China (A$194.6 billion)

Japan (A$77.6 billion)

Republic of Korea (A$52.3 billion)

ASEAN (A$110.1 billion)

and other Asia (A$91.8 billion).

Seven out of our 10 top export markets are in Asia (China, Japan, Republic of Korea, United States, India, Hong Kong, New Zealand, Singapore, United Kingdom, Taiwan), and seven out of 10 of our top tourism audiences are in Asia (China, New Zealand, United States, United Kingdom, Japan, Singapore, Malaysia, India, Republic of Korea, Hong Kong).

Read Trade and Investment at a Glance

Read online or download a PDF:the latest edition of Trade and Investment at a GlanceLinks to an external site.Trade and Investment at a Glance provides high level statistical data on Australia's trade and investment profile on an annual basis. It covers our top trading partners, key exports, imports, sources and destinations for investment and how Australia compares with the rest of the world in global export, import and investment rankings. Trade at a glance also includes a summary of Australia's trade and investment framework and the international trade and investment fora we regularly engage in to progress Australia's economic interests.

Consider these questions as you read

What sectors underpin Australias trade with the region?

What are Australias strengths in the region?

What countries have the greatest growth potential for Australian companies?

Why and how would trade data like this be helpful to Australian companies wishing to engage in the region?

How might some of these trends and statistics change with COVID-19?

6.1b Australian business case study: Go1

Consider Go1

Watch the following video interview withGo1Links to an external site.cofounder and Chief Revenue Officer, Chris Eigeland, to gain an understanding of a local Australian technology startup expanding, managing staff, and on-boarding new clients in the Asia Pacific Region.

As you watch the video, think about:

What complexity did Go1 /does Go1 have to navigate to engage in Asia?

What challenges did they face doing business in Asia?

How did they navigate cultural differences in their workplace and in establishing the business in different parts of the region?

One of Chriss parting messages after recording this video was advice he received from a venture capitalist in Silicon Valley:

as an Australian business, it is important that you establish a market in Asia, then come to the US seeking funding.

Think about why this might be important for the Australian growth story, and why external funders in countries like the US might look favourably on Asia Pacific engagement.

6.1c Reflect and discuss your experience of engagement in the Asia Pacific

Consider your business or organisation's engagement with the Asia Pacific

As you have learned, there many challenges (and opportunities) that come from engaging with the Asia Pacific. Reflecting on organisations and businesses you currently work for (or have worked for in the past or perhaps hope to work for in the future), how much do you know about Asian engagement that occurs right in front of you?

How much do you know about your organisations engagement with the Asia Pacific?

How are they engaged?

Do they outsource work, have supply chains, manufacture in, sell to, have teams in, use products from, or otherwise engage with the Asia Pacific?

From your observation, what are the challenges or opportunities for your organisation in terms of Asia Pacific engagement during COVID and COVID recovery?

6.2a What does the Asia Pacific business landscape look like - key characters

The Asia Pacific region is a complex region built on business in the bubble and large flows of intraregional trade. As a result, a number of regional ecosystems have developed to support business, trade and entrepreneurship in the region, built of substantial social and economic networks. Because many Asian economies are well known for the intricate relationship that exists between political, social and business interactions, this has implications for the view on the traditional value chain.

Different political systems will impact on the cultural social emphases of the day, which is likely to flow into business interactions.

Regional recap

In this video,Professor Caitlin Byrnereflects on important facts about the Asia Pacific region, and conducting business in the region.

6.2b Regional recap Part 2

Management of the value chain

Importantly, great swathes of manufacturing activities are carried out in dispersed, but interdependently coordinated, locations around the world. Through networks and established frameworks, companies can gain better resources and partners, government gateways and policy influence, as well as knowledge and expertise - thereby improving their value chain output, increasing efficiency and agility.

The success of business competition in the Asia Pacific region therefore resides in management of the value chain frequently aided and supported by complex business communities and structures such as ASEAN, AEC, APEC.

The Association of Southeast Asian Nations (ASEAN)

The Association of Southeast Asian Nations, or ASEAN, was established on 8 August 1967 in Bangkok, Thailand, with the signing of the ASEAN Declaration (Bangkok Declaration) by Indonesia, Malaysia, Philippines, Singapore and Thailand. Brunei Darussalam joined on 7 January 1984, Vietnam on 28 July 1995, Lao PDR and Myanmar on 23 July 1997, and Cambodia on 30 April 1999, making up what is today the ten Member States of ASEAN. Australia became ASEAN's very first Dialogue Partner in 1974; established a dedicated Embassy in 2013; announced the upgrading of relations to a Strategic Partnership in 2014; and began biennial Leaders Summits in 2016.

ASEAN Economic Community (AEC)

In 2003 it was agreed to deepen economic integration with the formation of the AEC, to create a unified market and production base via a free flow of goods, services, foreign direct investment, skilled labor, and a freer flow of capital.

Asia Pacific Economic Cooperation (APEC)

The Asia-Pacific Economic Cooperation is an inter-governmental forum, established in 1989 to bring 21 member economies in the Pacific Rim together to promote free trade throughout the Asia-Pacific region. Australia has a particular stake in APEC having been one of the founding members, along with Japan, of the regional grouping. Importantly, APEC members are described as member economies (not sovereign states), which has enabled Taiwans to join its ranks.

In 1995, APEC expanded to incorporate business representatives from all APEC member economies within its dialogue processes. The APEC Business Advisory Council (ABAC) was created by the APEC Economic Leaders to provide advice on the implementation of specific business sector priorities, to respond when the various APEC fora request information about business-related issues, and to provide the business perspective on specific areas of cooperation. ABAC is comprised of up to three members of the private sector from each economy for a total of 63 senior business leaders. ABAC members are appointed by their respective Leaders, and represent a range of business sectors, including small and medium enterprises. The economy determines the term of membership of each appointee as well as its own administrative arrangements and staff support.

PreviousNextMark as done.

6.3 What resources - networks, infrastructure, bodies - exist to help navigate business in Asia Pacific?

Resources

The following are Australiasfree trade agreements (FTAs)related to the Asia Pacific region (listed with the entry-into-force date):

Australia-New Zealand (ANZCERTA or CER)Links to an external site. 1 January 1983

Singapore-Australia (SAFTA)Links to an external site. 28 July 2003

Thailand-Australia (TAFTA)Links to an external site. 1 January 2005

ASEAN-Australia-New Zealand (AANZFTA)Links to an external site. 1 January 2010 for eight countries: Australia, New Zealand, Brunei, Burma, Malaysia, the Philippines, Singapore and Vietnam. For Thailand: 12 March 2010. For Laos: 1 January 2011. For Cambodia: 4 January 2011. For Indonesia: 10 January 2012

Malaysia-Australia (MAFTA)Links to an external site. 1 January 2013

Korea-Australia (KAFTA)Links to an external site. 12 December 2014

Japan-Australia (JAEPA)Links to an external site. 15 January 2015

China-Australia (ChAFTA)Links to an external site. 20 December 2015

Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP)Links to an external site. 30 December 2018

Australia-Hong Kong (A-HKFTA)Links to an external site. 17 January 2020

Indonesia- Australia Comprehensive Economic Partnership Agreement (IA-CEPA)Links to an external site. 5 July 2020

FTAs related to the Asia Pacific region concluded but not yet in force:

Pacific Agreement on Closer Economic Relations (PACER) PlusLinks to an external site.- PACER Plus was signed in Nuku'alofa in Tonga on 14 June 2017 by Australia, New Zealand and eight Pacific Island countries Cook Islands, Kiribati, Nauru, Niue, Samoa, Solomon Islands, Tonga and Tuvalu.

FTAs related to the Asia Pacific region under negotiation

Australia-India Comprehensive Economic Cooperation AgreementLinks to an external site.Environmental Goods AgreementLinks to an external site.Pacific Alliance Free Trade AgreementLinks to an external site.Regional Comprehensive Economic PartnershipLinks to an external site.Trade in Services AgreementLinks to an external site.

Activity: Unpacking Australias Asia Pacific FTAs

Choose one of the FTAs from the above list to analyse.

Consider these questions.

What country does the FTA you have chosen cover?

What are the key features or benefits of the FTA you have chosen?

6.4a Negotiation strategies

Negotiating across cultures

How you navigate your way in the region requires you to think about the different structures and dynamics you will be facing across government, business and community. Its likely that you may have to consider your approach to managing and negotiating your way through points of difference - whether that is within the business / institutional context but also at an interpersonal level.

In this video, Professor Caitlin Byrne explores strategies for negotiating.

6.4b Empathy mapping

Negotiating across cultures

The previous videos take you through some of the ways to think about negotiation a purposeful dialogue with the objective of reaching a mutually agreeable objective.

But what about when youre interacting with others outside of a structured context how can you approach intercultural interactions in a way that is sensitive to the differences that might exist in history, cultures, beliefs, attitudes, language etc especially when you may not have expertise in those situations.

Empathy mapping offers a human centred design approach to thinking about the beliefs and attitudes of others and primes you to be more attuned and sensitive to those differences.

Essentially empathy mapping is a way to understand how others see and experience the world you can apply your knowledge of cultural and social dynamics to map out how your counterpart might be feeling and thinking by mapping what they see, say, do and hear. You can use this in a stakeholder / institutional mapping process, or even in managing teams.

The diagram below offers a typical empathy mapping canvas, but there are good resources available online to help you through the process as well. And remember empathy mapping is not just a tool for intercultural engagement, but is useful in any context involving human interaction!

Click the thumbnail to open and download as a PDF:Empathy Mapping CanvasActivity: Apply the Empathy Mapping Canvas

Think about a particular stakeholder that you know and maybe are working with (could be a government agency, corporation, individual) and map out their view of the world based on the empathy mapping canvas above.

As you do, consider the following questions:

Can you apply your knowledge of cultural dynamics to gain greater empathy with the stakeholder?

Does this change your view of how to approach the stakeholder either on specific key issues or in a more general context?

What might you differently when you engage with the stakeholder next to demonstrate empathy with them

Reading: China: Country Starter Pack

In most cases, before beginning a business or a business relationship in another country, you will want to gather as much information as possible about the country in order to understand the business perspectives, business practices, and business challenges that may arise.

When thinking about building a business or business partnership in another country, we often think about items such as government regulations, negotiation practices, potential markets and location while forgetting about some of the more basic aspects such as climate, transportation, bank accounts, and land and property rights.

In this article, you willanalyseoverviews in arrears such as relationships in China, researching China, sales and marketing, using proper etiquette and negotiation techniques, business basics, and how to travel to and within China.

Read:China: Country Starter PackLinks to an external site.(You will need to create an account to access the Country Starter Pack)

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As you read, consider the following questions:

How has Chinas economy grown in the fast few decades?

Why does China look so appealing for businesses that want to expand?

What challenges does the Chinese government present when doing business in China?

What areas of China should you research before going into business there?

What are the common business structures that are used in China?

How does Chinas culture impact business?

How doestravellingin China differ from your own country?

Reading: Japan: Country Starter Pack

Before beginning a business or a business relationship in the country of Japan, it is a good idea to research and gather as much information as possible in order to understand the business perspectives, business practices, and business challenges of Japan.When building any type of business, if you have the information that is necessary to build relationships, network with the right people, invest in the best opportunity, or understand the industry for which you are venturing, you have more opportunity for success.In this article, you will explore many factors and aspects of Japan. This comprehensive guide to Japan will give you overviews in the areas including, business start-ups, construction permits, electricity for businesses, property registration, credit and banking, taxation, contractual obligations, and labour market regulations.Read:Japan: Country Starter PackLinks to an external site.(If you have not already done so you will need to create an account to access the Country Starter Packs)

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As you read, consider the following questions:

How does building a business in Japan differ from other countries?

What are the key factors of Japans business environment?

What challenges are involved when starting a business in Japan?

What areas of Japan should you research before going into business there?

What are the procedures for getting credit in Japan?

What other business factors are important to understand regarding Japan?

Reading: Korea: Country Starter Pack

Many countries encourage and promote foreign investment and business development to boost their economy and introduce new products to their consumers. Incentives such as tax relief and cash grants are methods used to appeal to the foreign investors. However, before one jumps into doing business within another country, it is best to learn as much as possible about the country.

Before beginning a business or a business relationship in the country of South Korea, a visit to the country is a good idea as well as obtaining information about the countrys business resources, business support organisations, banking options, visas, culture, and business practices.

In this article, you will explore many factors and aspects of South Korea. This comprehensive guide to South Korea will give you information on the considerations for doing business in South Korea, a historical background, cultural aspects of South Korea, the economy, the legal systems, exporting and importing, researching South Korea, and business systems.

Read:Korea: Country Starter PackLinks to an external site.(If you have not already done so you will need to create an account to access the Country Starter Packs)

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As you read, consider the following questions:

What are some of the considerations to take when determining if South Korea is the right location for a business?

How does Korean culture impact the business practices in South Korea?

What are the risks for doing business in South Korea?

What are some factors to remember when building relationships with people of South Korea?

What are the importance features of visiting South Korea?

Reading: Indonesia: Country Starter Pack

Creating a business is a complex process that differs from country to country. When you choose to do business in a different country, obstacles may arise in areas such as governmental regulations, licensing, permits, business structures, and so on. When doing business in Indonesia, it is recommended to become familiar with the country, the business practices, the cultural values, and customs to build business relationships and networks.

The success of a business depends on the due diligence that is completed. You will want to understand the risks, the challenges, the political perspectives, and many other insights before pursuing the venture. The efficiency and effectiveness for economic development will be off to a great start when you have more information on Indonesia.

In this article, you will explore a range of factors and aspects of Indonesia. This comprehensive guide to Indonesia will give you overviews in the following areas including Indonesian opportunities for business, historical viewpoints, economy, culture, methods of research, business structures, laws and regulations, labour force, and travel.

Read:Indonesia: Country Starter PackLinks to an external site.(If you have not already done so you will need to create an account to access the Country Starter Packs)

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As you read, consider the following questions:

What makes Indonesia appealing to business investors?

How does the culture of Indonesia impact its business practices?

What are some of the considerations that should be taken into account when doing business in Indonesia?

How are relationships built with Indonesians?

What regulations are placed on foreign businesses in Indonesia?

Reading: Thailand: Country Starter Pack

You may be accustomed to the business practices and culture within your own country. However, when expanding your business to another country, there may be more differences in how they do business than you think. When doing business in other countries, you will need to be aware of the legal system, the processes to conduct business, and the culture so that you do not do something that could damage your business.

Having a solid understanding of the culture and how the people of the country create relationships, being familiar with markets, the labour forces, and communication styles will help you prepare. It is also important to be aware of the legal risks, governmental regulations, and other valuable information and advice.

In this article, you will explore factors and aspects of Thailand. This comprehensive guide to Thailand will give you overviews in areas including an introduction to Thailand, the culture, the history, business practices and methods of conducting business, sales and marketing details, and visiting Thailand essentials.

Read:Thailand: Country Starter PackLinks to an external site.(If you have not already done so you will need to create an account to access the Country Starter Packs)

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As you read, consider the following questions:

Why do business investors find Thailand appealing?

Describe is the economy of Thailand.

How are relationships constructed in Thailand?

What are the key regions within Thailand?

What are the factors of risk when doing business in Thailand?

What forms of etiquette are important in Thailand?