Assignment Question(s): (Marks 10)

1. What are the biggest challenges Norwegian experienced in trying to expand its airline across the globe? (2.5 marks)

2. To what extent did you observe examples of ethnocentric, polycentric, or geocentric attitudes in this case? Provide examples to support your conclusions. (2.5 marks)

3. Use Table 4.4 (Given below) to identify cultural differences that are likely to arise between Norwegian employees working in Denmark and Sweden and Thailand. How might these differences affect interpersonal interactions, and what can the company do to reduce any unintended conflict from these differences? (3 marks)

4. What are the most important lessons to be learned about global management from this case? Discuss.(2 marks)

please use your own words don't copy and paste because they are use a plagiarism program

TABLE 4.4 Countries Ranking Highest and Lowest on the Globe Cultural Dimensions DIMENSION HIGHEST LOWEST Power distance Morocco, Argentina, Thailand, Spain, Russia Denmark, Netherlands, South Africa (black sample), Israel, Costa Rica Uncertainty avoidance Switzerland, Sweden, Germany (former West), Denmark, Austria Russia, Hungary, Bolivia, Greece, Venezuela Institutional collectivism Sweden, South Korea, Japan, Singapore, Denmark Greece, Hungary, Germany (former East), Argentina, Italy Iran, India, Morocco, China, Egypt In-group collectivism Denmark, Sweden, New Zealand, Netherlands, Finland Gender egalitarianism Hungary, Poland, Slovenia, Denmark, Sweden South Korea, Egypt, Morocco, India, China Assertiveness Germany (former East), Austria, Greece, United States, Spain Sweden, New Zealand, Switzerland, Japan, Kuwait Future orientation Russia, Argentina, Poland, Italy, Kuwait Singapore, Switzerland, Netherlands, Canada (English speaking), Denmark Performance orientation Singapore, Hong Kong, New Zealand, Taiwan, United States Russia, Argentina, Greece, Venezuela, Italy Human orientation Philippines, Ireland, Malaysia, Egypt, Indonesia Germany (former West), Spain, France, Singapore, Brazil 5. Source: Adapted from M. Javidan and R. J. House, "Cultural Acumen for the Global Manager: Lessons from Project GLOBE, "Organizational Dynamics, Spring 2001, pp. 289-305