Essays on International Business Collaboration: Euro Disneyland Case Study

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The paper "International Business Collaboration: Euro Disneyland" is a great example of a case study on business. The main aim of this paper is to evaluate cross-cultural differences and how they affect international business collaboration. Foremost, based on the Euro Disneyland case study, this paper will highlight the cultural differences between France and the United States using Geert Hofstede’ s theory on cultural dimensions. Secondly, based on the findings depicted in the Euro Disneyland case study, this paper will critically analyze and discuss the performance of Euro Disneyland when it comes to the management of their operations.

In this case, the mistakes made by the management of the company will be highlighted and subsequently, this paper will provide insights on what measures should have been taken so as to avoid or address these mistakes. France and the United States In reference to Hofstede's theory, there are five key dimensions of national culture. They include; Power Distance Index (PDI), Masculinity, Uncertainty Avoidance Index (UAI), Long-Term Orientation (LTO), and Individualism. These dimensions can be used to effectively examine the cultural differences between France and the US (Piepenburg, 2011).

According to Hofstede, Power Distance Index (PDI) refers to the extent to which the less powerful members of a particular organization or society accept the unequal distribution of power. France’ s PDI is higher than in the US. As evident in the case study, decision making when it comes to the structuring and establishment of Euro Disneyland in France was estranged from local officials. It is evident that in France inequalities are accepted and power or authority is centralized. Inequalities in France are accepted and power is centralized to a great extent.

Unlike France, the PDI in the US is lower since values of equality and impartiality are upheld in governance and other aspects. Leadership and management practices in American society are more participative in nature than in France (Black & Hal, 2005). When it comes to the individualism index, the US has an individualistic culture whereas France has a more collectivist culture. According to Hofstede, the individualism index refers to the extent to which society reinforces individualism by looking after themselves and their family or either collectivism by belonging into groups that look after their interests in exchange for loyalty (Piepenburg, 2011).

As apparent in the case study, the French value more the interests of the community rather than those of individuals hence the establishment of Disneyland was protested mainly because it was considered as a tool that would promote individualism (Black & Hal, 2005). Based on Hofstede’ s sentiments, masculinity is a cultural dimension that touches on gender roles and mainly refers to the way in which particular society is driven by masculine values such as success, completion, and assertiveness (Hofstede 2001).

Americans have a masculine culture, their culture is more driven by the need for success and financial achievement rather than the quality of life. For instance, the establishment of Disneyland in Orlando and California received a positive reception from Americans since it promised substantial financial and material benefits like foreign exchange and employment opportunities. In contrast to these masculine values, the French culture can be described to be more feminine than masculine. French people tend to value the quality of life more than masculine values such as success and competition.

Hence, despite the financial rewards that Euro Disneyland promised, its establishment was protested since it was considered a “ slippery slope” that would impede the quality of life in France by promoting individualism, consumerism and causing noise pollution and traffic congestion(Black & Hal, 2005; Piepenburg, 2011).

References

Black, S. & Hal, G. (2005). Euro Disneyland. In Phatak, A., Bhagat, R. & Kashlak, R. International management: managing in a diverse and dynamic global environment. New York: McGraw-Hill/Irwin, Case study pp. 170 – 181.

Hofstede, G. (2001). Culture consequences: comparing values, behaviours, institutions and organizations across nations. London: Sage.

Piepenburg, K. (2011). Critical Analysis of Hofstede’s model of cultural dimensions: To what extent is his finding reliable, valid and applicable to organizations in the 21st Century? Munich: GRIN Verlag.

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