Dissertation LR & Methodology:
Final Title: Corporate Culture: An influential/appropriate approach to Chinese Advertising firms in their globalisation process
留學生dissertation網組織文化：中國廣告公司在國際化進程中有影響的途徑／方法
Aims:
1. To find out the problem of Chinese advertising agency in their globalisation process compared with successful 4A Ad firms
2. To find out the relationship between corporate culture and organizational behaviour
3. To find out the appropriate way for internationalizing Chinese Advertising Firms
Objectives:
1. To provide the theoretical and practical issue which emphasize the effectiveness of corporatel culture towards organisation’s performance and strategy.
2. To investigate the development of Chinese advertising industry and analyse the difficulty/problem of Chinese advertising firm in their globalization process
3. To testify the impact of one’s corporate culture on its organisation type - comparing the corporate culture of global advertising (4A) firms with Chinese Advertising firms’
4. To demonstrate the importance of managing corporate culture in the international business process
5. To explore an appropriate approach for managing the Corporate Culture of Chinese Ad firms in their globalization process in the future
Mind map / Brain storming
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Literature Review Forms:
Article
Key themes
Quotes
Parts/Questions
Relevant star
<International Business: strategy and the Multinational Company>
Cullen, J.B. & Parboteeah, K. P. (2010)
1st ed. Routledge: NY.
International Business
‘In today’s competitive world, the only opportunity to grow a business and its profitability is when a company leaves its home country. However, with these opportunities come the challenges of running a multinational operation.
‘‘Globalization the worldwide trend of economic integration across borders allowing businesses to expend beyond their domestic boundaries. The pressure of globalization - Globalization is the worldwide trend of the economies of the world becoming borderless and interlinked – companies are no longer limited by their domestic boundaries and may conduct any business activity anywhere in the world. Globalization means that companies now sell anywhere, source their raw materials or conduct research and development (R&D) anywhere, and produce anywhere. ..managers must become international in outlook and strategies.’ - ‘ foreign competition and doing business in foreign markets’
‘The complexities of national differences in cultural, legal, ethnical, religious, and political systems’
‘Multinational Company (MNC) and company that engages in business functions beyond its domestic borders’
‘Most multinationals are also implementing measures to make their activities more environmentally responsible.’ IB sustainability – what multinationals are doing to implement such sustainable practices?’#p#分頁標題#e#
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The nature of International Business
‘High-quality, low-cost components, so their competitors have to find lower production costs in low-cost countries, allowing them to offer lower prices. Then what can this company do? They may sell to overseas in countries with less competition and higher prices. Several other international activities might increase its competitive strength. For example, this company might locate any of steps in obtaining components or completing production in other countries. It might buy the highest-quality chips from Taiwan, use the lowest assemblers in Vietnam, and sell primarily in Europe and the US. For any of these steps, the company might outsource the activity to local companies in another country or own its own factories within another country.’
<Journal of Marketing: Organisational Culture and Marketing: Defining the research Agenda>
Deshpande, R., & Frederick E. Webster, Jr (1989)
Vol 53 NO. 1 pp.3-15
Definition of culture
Function of organizational culture
‘Culture as communication, the diffusion of innovations, and cross-cultural comparisons of international markets (Engel, Kollat, and Black-well 1968;Zaltman 1965)
Early Definitions: culture ‘’ is a product; is historical; includes ideas, patterns, and values; is selective; is learned; is based upon symbols; and is an abstraction from behavior and the products of behavior’’ (Kroeber and Kluckhohn, 1952, p.157, quoted by Berelson and Steiner 1964, p.644)
‘Weitz, Sujan and Sujan(1986) included organizational culture concepts in their development of a model of selling effectiveness. Parasuraman and Deshpande (1984) suggested that greater attention be paid to organizational culture along with structural explanations for managerial effectiveness’
‘Organizational culture as the pattern of shared values and beliefs that help individuals understand organizational functioning and thus provide them norms for behavior in the organization. That is, organizational culture is related to the causality that members impute to organizational functioning,’
****** 6 starts
First choice group
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Explain the different type of organisation via the introduction of their corporate culture
Culture impact on the internal resources
The essential resource/issue of an organization
‘In the recent studies of difficulties in strategies implementation and comparisons of the performance of American firms with that of European, Japanese, and other Asian competitors, researchers began to introduce concepts of culture as possible explanations for differences in the structural characteristic of the organizations were evident (Pascale & Athos, 1981). This line of reasoning began to suggest that models of organizational variable were incomplete (Ouchi & Wilkins, 1985).’
‘ Culture refers to the history and norms and values that members believe underlie climate (the ‘why do things happen the way they do’) and the meanings organizational members share about the organizational imperative.#p#分頁標題#e#
‘Culture as a property of the group or organization itself, like structure or technology. Others view it as something that resides within each individual as a function of cognitive and learning process.’
‘In comparative management approach, culture can be viewed as a variable exogenous to the firm, influencing the development and reinforcement of core beliefs and values within the organisation.’
‘The contingency management perspective on organizational culture is complementary to traditional contingency frameworks used to investigate such variables as structure, size, and technology of an organization (Pugh and Hickson, 1976).’
‘culture not as a variable but as a root metaphor for the organisation itself; culture is not something an organization “has” but what it “is”.’
‘ “cognitive”, “symbolic”, and “ structural/psychodynamic” ’.
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Different organizational perspectives on corporate culture
The function of corporate culture in international marketing
‘ organizational cognition perspective on organizational culture, the task of the research is to understand what the “rules” are that guide behavior- the shared cognitions, systems of values and beliefs, the unique ways in which organization members perceive and organize their word (1985)……American firm–‘entrepreneurial’, ‘scientific’ and ‘humanistic’……managers use in assessing acceptability of new information……this perspective focuses on the mind of manager and views organization as knowledge systems.
‘ Organizational symbolism perspective, an organization, like a society, is a system of shared meanings and symbols, a pattern of symbolic discourse that provides a background against which organization members organize and interpret their experience, looking for clues as to what constitutes appropriate behavior…..organization can and do “socialize” new members to achieve coordinated action and a sense of organizational identity and commitment’
‘A structural/psychodynamic perspective, the research is to discover structural patterns that link the unconscious human mind with overt manifestations in social arrangements. ….(organization) a form of human expression rather than as goal oriented, problem-solving instruments…….. a fourfold classification of managerial styles based on combinations of thinking, feeling, intuition, and sensing.’
‘ the rigorous application of concepts of organizational culture to enhance signigicantly the research on basic issues of standardization versus customization of international marketing programs….. Improved communication technologies and distribution systems, as well as the development of global marketing strategies, have led to a greater issues that traverse national boundaries (Davidson, 1982)…..CROSS-NATIONAL CONSUMER BEHAVIOR, RATHER THAN COMPARATIVE MARKETING#p#分頁標題#e#
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programs
MANAGEMENT, RESEARCH…….As Quelch and Hoff (1986) point out, the basic question in global marketing is not whether or not to “go global”, but rather to what degree…..but rather how to adapt management policies, programs, and structures to local personnel, channel institutions, and organizations. A comparative management approach is needed to examine the specific aspects of a local culture that necessitate modification/adaptation of marketing strategy in order for the strategy to be successful…’
‘ They find that American multinationals generally take lower control levels in countries where a greater ‘sociocultural distance’ is perceived…. Clearly success of any international marketing strategy depends not only on the extend of its conformity to customer cultural norms but also on the conformity with the values and beliefs of employees in various host countries,***** as Hoofstede’s (1980) landmark survey of the work-related values of 116,00 respondents in 40 countries suggests in a broader management context.’
<Journal of management studies: Predicting Corporate performance from organisational culture>
Gordon, G.G. & DiTomaso, N. (1992)
Vol 29 part 6
Organizational culture: The trait approach
‘ successful companies have strong cultures defined in various ways…’
‘ organizational culture has been defined as shared meaning, central values, assumptions, and beliefs……. We consider corporate culture to be the pattern of shared and stable beliefs and values that are developed within a company across time… the view that culture is a shared phenomenon is widely held. What constitutes sharing, however, is not at all self-evident. It may be, for example, frequency or similarity or intensity.’
‘the content of the beliefs or values thought to produce a strong organizational culture. Saffold (1988) calls this the trait approach to culture presumably paralleling the trait approach to leadership.’
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Strong and weak corporate cultures and its performance
Hypotheses the relationship between corporate culture and firms financial performance
‘ OC traits is by Peters and Waterman (1982), who outline 8 characteristics of excellent – i.e. well performing – organizations. Kilmann (1985, p.356) has suggested that to perform well companies must have adaptive cultures that involve a ‘risk-taking, trusting and proactive approach, ex. Using meetings to build cohesiveness, practice of ‘probing’ to get at the heart of problems as elements of ‘strong culture…culture elements be labeled conventions, customs, habits, mores traditions or usages….the characterization of cultural traits – process-oriented vs result oriented and loose control vs tight control.’
‘the cultural ‘trait’ approach assumes an implicit model in which traits impact an organization in proportion to the ‘strength’ of its culture and ultimately affect performance. Strength, like content, however, is defined in various ways: as coherence; as congruence; as thickness; as penetration; as internationalized control. ‘#p#分頁標題#e#
‘ who and how many accept the dominant value set; how strongly, deeply or intensely the values are held; and how long the values have been dominant’
H1: The greater the culture strength, the stronger the firm’s financial performance will be in subsequent years
H2: The higher the relative value placed on adaptability, the stronger the firm’s financial performance will be in subsequent years
H3: The higher the relative value placed on stability, the weaker the firm’s financial performance will be in subsequent years.
The factors are consisted with many of dimensions discussed in the culture literature: 1. Clarity of strategy/shared goals; 2. Systematic decision-making; 3.
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Research method discussion
Integration/communication; 4. Innovation/Risk-taking; 5. Accountability; 6. Action orientation; 7. Fairness of rewards; 8. Development and promotion from within……..Managers represents both advantages and disadvantages…… different levels in a company may represent different sub-culture.’
<Corporate Culture and organizational effectiveness: Is Asia different from the rest of the world>
Denison, D.R., Haaland, S. & Goelzer, P. (2004)
Organizational Dynamics, Vol. 33, No. 1, pp.
EXPLORING CROSSCULTURAL
DIFFERENCES
‘Since culture is a complex phenomenon ranging from underlying beliefs and assumptions to visible structures and practices, healthy skepticism also exists as to whether organizational culture can actually be ‘‘measured’’ in a comparative sense. Research on the link between organizational culture and effectiveness is also limited by lack of agreement about the appropriate measures of effectiveness.’
‘Using data from 764 organizations, Denison and colleagues showed that four different cultural traits (mission, consistency, adaptability and involvement) were related to different criteria of effectiveness. Their research found that the traits of mission and consistency were the best predictors of profitability, the traits of involvement and adaptability were the best predictors of innovation, and the traits of adaptability and mission were the best predictors of sales growth.
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1 Effective organizations empower their people, build their organizations around teams, and develop human capability at all levels. Executives, managers, and employees are committed to their work and feel that they own a piece of the organization. People at all levels feel that they have at least some input into decisions that will affect their work, and that their work is directly connected to the goals of the organization;
2 Organizations also tend to be effective because they have ‘‘strong’’ cultures that are highly consistent, well coordinated, and well integrated. Behavior is rooted in a set of core values, and leaders and followers are skilled at reaching agreement even when there are diverse points of view. This type of consistency is a powerful source of stability and internal integration that results from a common mindset and a high degree of conformity#p#分頁標題#e#
3 Ironically, organizations that are well integrated are often the most difficult ones to change. Internal integration and external adaptation can often be at odds. Adaptable organizations are driven by their customers, take risks and learn from their mistakes, and have capability and experience at creating change. They are continuously changing the system so that they are improving the organizations’ collective abilities to provide value for their customers;
4 Successful organizations have a clear sense of purpose and direction that defines organizational goals and strategic objectives and expresses a vision of how the organization will look in the future. When an organization’s underlying mission changes, changes also occur in other aspects of the organization’s culture.’
98–109
Denison Organizational Culture Database
The importance of cultural differences..the way for managing
The Denison model is based on four cultural traits of effective organizations that are described below: Involvement1, Consistency2, Adaptability3, Mission.4
Table 1-3 P105 …Like many contemporary models of leadership and organizational effectiveness, this model focuses on the contradictions that occur as organizations try to achieve internal integration and external adaptation. ..organizations that are market-focused and opportunistic often have problems with internal integration. On the other hand, organizations that are well-integrated and over controlled usually have a hard time adapting to their environment. Organizations with a top-down vision often find it difficult to focus on the empowerment and the ‘‘bottom-up’’ dynamics needed to implement that vision. At the same time, organizations with strong participation often have difficulty establishing direction. Effective organizations are those that are able to resolve these contradictions without relying on simple trade-offs.’
‘…..the model probably says much more about the presence of a desirable set of traits than it does about how those traits are expressed.’
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corporate culture
‘For global leaders, it provided an interesting point of reference for the choices they make about building their organizations and their cultures. The findings suggest that a common perspective on organizational culture may indeed be possible in multinational corporations. Furthermore, these characteristics can be measured and tracked and appear to have a somewhat predictable impact on effectiveness…. yet challenging picture of the challenges facing a global leader—attempting to create a common set of organizational traits that are expressed in different ways in different national contexts.’
<文化、企業智力和企業核心競爭力>
企業文化是觀念知識與組織知識合成的知識系統
企業的核心競爭力＝人才＋企業文化＋企業專屬資源
‘戴維斯提出的可稱為“二分法說”的觀點，他把企業文化分為主導信念與日常信念兩部分，主導信念是指企業如何競爭和經營，如何管理、怎樣引導組織的信念；日常信念則形成了特定的組織氛圍來支持和認同企業的制度安排和組織功能。二是關于組織智力。學者在探索企業為什么能夠不斷做得更好、可以不斷涉足新領域、可以引導自身變革的機制時，發現其中存在著一種類似人類智慧的、學習的因素，企業的盛衰強弱與這種因素密切相關。它就是企業的決策和解決問題的能力…’#p#分頁標題#e#
‘文化是專門支持和引導人類生存與發展的、由觀念知識與組織知識合成的知識系統，它具有支持性、引導性、適應性、協約性和擴增性；作為一種組織文化，企業文化是企業的觀念知識與組織知識合成的知識系統。觀念知識主要是指基礎觀念知識，包括基本信念、價值觀和思維方式等，組織知識主要是指基礎組織知識，包括合作、競爭、協調、工作等行為和道德、倫理、秩序、評價的規則、規范、標準等知識。觀念和組織的載體是人群集體，所以企業文化也可以說是集體知識系統’
‘人才、企業文化和企業專屬資源三者之間的支持、制約、建構和積累，使得三者有機結合、互相強化，形核心競爭力，其中企業文化起著核心的作用。正如《財富》雜志和國際管理咨詢公司的副總裁布魯斯留學生dissertation網所說公司整體成就最好的一個指標是這個公司吸引、鼓勵和保持杰出員工的能力。公司的CEO都認為企業文化吸引和保持優秀員工的最重要的因素’
<北京最美時廣告公司副總經理趙京_Ogilv_省略_Mather就是Ogilvy>
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<International Journal of Advertising: China myths and advertising agencies>
Swanson, L.A. (1997)
Vo1 16, No.4 pp276-283
‘Chinese marketing/advertising studies are not very creative…. Is due to a cultural tradition which relies heavily on the rote learning in a primarily passive, non-participative classroom setting, and subsequent performance down to the expectations of teachers and managers…. They are remarkably creative when encouraged to display it and rewarded for it’
‘4A definition of an advertising agency is: an independent business, composed of creative and business people, who develop, prepare and place advertising in advertising media for sellers seeking to find customers for their goods and services. Ad is what the Chinese define as a licensed ‘advertising practitioner – means those organizations which undertake advertising work for client advertisers directly and have a licensed right to bill them.’
‘3 types (table p.16): ‘Licensed advertising practitioners’, ‘specialized agencies’, advertising department of media, advertising production supply house; marketing research firms have also been added to the list. ‘The real advertising agency’, divide to 2 categories. One handle domestic advertising business and are affiliated with the ministries of culture or light industry… the other is affiliated with the Ministry of Foreign Trade and Economic Cooperation (MOFTEC-formally called the ministry of foreign Economic agencies which handle advertising for Chinese agencies(MOFERT)). These agencies which handle advertising for Chinese businesses engaging in export to foreign markets and some foreign advertisers which advertise in China, as well foreign agencies operating in China….China international advertising corporation under MOFTEC.’#p#分頁標題#e#
‘Since 1979 the growth in number of foreign joint-venture agencies in China has been dramatic-rising from none to about 180 today (south China morning post, 1996). 1979 Dentsu became the first foreign agency to establish a formal link with a Chinese agency
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(the shanghai advertising corporation (SAC).’
<Organisation studies:Culture and the problems of Chinese management>
9/4 pp.475-496
Lockett, M. (1988)
Problems of Chinese management (from cultural context perspectives)
Method to applied on the problem issues
’5 problems are outlined: 1. Organizational structure 2. Management skills 3. Party/management relations 4. Operational and 5 motivation and labour discipline. Chinese culture is seen to have four main features affecting organizations: 1. Respect for age and hierarchy; 2. group orientation 3. Face 4. The importance of relationships. It is argued that these can reinforce management problems arising from a planned economy that moves towards western management method may not have the desired effects as a result of cultural influences.’
<International Journal of Advertising: From Four hundred million to more
‘The development of China’s domestic advertising has been closely linked to that of foreign advertising’.
‘ The foreign agencies primarily serviced international businesses in the Chinese market….. in order to accurately represent the ideals and aesthetics of Chinese consumers, foreign advertising agencies often hired local Chinese graphic artists to design advertising copy….. The central government exercised firm control over
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than one billion consumers: a brief history of the foreign advertising industry in China>
Wang, J (1997)
Vol 16, No.4 pp241-260
economic planning and implementation. No local autonomy was theoretically allowed. The restructuring of the Chinese economy during the first decades of the PRC was also exemplified by the development priority on the heavy industry over the service sector’
‘One central rule of market economy is that the saturation of the home market leads a company to expand to overseas market in order to realize continuing profit…..the expansion of multinational companies is generally made possible through capital investment, a major form of which is foreign direct investment (FDI)… The US, GB, Japan, Germany and France led the nations of the world in having the most outflow of FDI…. From the U.S. to EU to Japan, the companies moving up the rankings are those that have become worldwide names in technology, manufacturing, and consumer goods’
‘For the large US advertising agencies, their overseas income grew faster than their domestic income. + data base (1996) P16’
‘China had been the largest recipient of foreign direct investment among developing countries, and came in second overall, after the U.S. (The People’s Daily, overseas ed., 14 Oct. 1996, p.2)#p#分頁標題#e#
The earliest 4A firms enter China, the way they operated their business and enter the market, see p.225 ‘ their major clients were international companies (Table 4p.16) they did not sought out local Chinese clients. For local accounts, they generally operate on project basis. The 3 main reasons why Foreign Ad agencies focus on international accounts. First, these foreign agencies generally enter the Chinese market with their clients. They understand the marketing needs of international companies far better than do the local agencies….Second, advertising rates are much higher for foreign and joint-venture advertisements than local advertisements, which means higher commission
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for the advertising agency if it works with international accounts; Third, local companies do not generally appreciate the role of an advertising agency in their market efforts, and hence are reluctant to spend much money on advertising research and execution.’
Global advertising agencies use a divided market approach by setting up branch offices in Beijing, shanghai and Guangzhou, which cover North China, East China and South China, respectively’
< Media International Australia: Advertising industry and culture in post-WTO China.>
Keane, M. and Spurgeon, C. (2004)
No. 111 pp.104-117
Advertising in China: a growth industry
‘The internationalization of China’s creative industries, the Chinese advertising industry illustrates a conundrum of creativity. Advertising practitioners regularly celebrate the value-added of creativity, such that one leading Chinese ad man is compelled to write “If you don’t have creativity, you are dead” (Ye 2003, p. IV)….
‘Domestic advertising companies have absorbed ideas and know-how from these transnational players over the past decade. In addition, these companies have trained the first generation of Chinese advertising practitioners…. Chinese responses to the received wisdom of the 4A tradition, itself a US-based legacy, might provide clues to the future growth of the Chinese market. (see Wang 2005).’
‘WTO accession has seen China admitted into a global club dominated by old imperial foes. ..as a means of knocking down residual impediments to marketization and regulated competition that the government has been unable to engineer. …’
‘Situating advertising in the context of China’s accession to the WTO, it has explored the symbolic as well as economic significance of advertising for China as an indicator of the extent and pace at which the Chinese economy has been marketised and internationalized…the integration of international management practice, and a quality product, aims to circumvent this trend for a clearly identified market segment. Although
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WTO commitments aim to increase certainty and security for foreign investors in their dealings with Chinese partners, the new generation of Chinese entrepreneurs also know that WTO accession does not substitute for local knowledge. How advertising industry professional best practice is mediated in the realities of doing business in China has consequences for the future of advertising and commercial culture more generally.’#p#分頁標題#e#
<用企業文化塑造廣告公司自身形象>
企業文化的形成環境與特點
廣告公司經理應成為企業文化的核心
廣告公司員工應成為企業文化的主體
‘尋找出廣告公司的整體社會屬性及個性化的市場屬性, 由此而產生出廣告公司的服務宗旨及目標市場, 使廣告公司內部的各個專業知識層圍繞著這個中心有序地展開運作, 形成一種外張力和凝聚力, 這個中心點決定了廣告公司的精神理念。要用企業文化塑造廣告公司的自身形象。’
‘一是要植根民族沃土。。二是要吸取外部精華。企業文化作為與社會化大生產相聯系的微觀意識形態, 雖然處于不同國家、不同文化背景之下, 亦必須有其共同性的一面。三是要貫穿改革精神, 作為當代的中國企業文化, 必須是改革開放的伴生物。其內容涉及到了企業文化中的物質形態文化、制度形態文化和觀念形態文化內涵。’
‘經濟與文化互為中介的整合現象, 是相輔相成的, 是同一事物的兩個方面, 很難把兩者嚴格的劃出一條界限........ 以上具體內容形成了廣告公司的意識形態和整體形象, 影響著全體員工的心理狀態和精神面貌, 它的作用和功效是任何物質刺激和說教都無法比擬的。處在各時期的廣告公司有不同層次服務宗旨及市場目標, 一個廣告公司不把握著歷史給予的機遇就會遭受淘汰。’
1. 市場經濟理論素養
2. 共同創業的“成就”感
3. 悅意創新立異的觀念
‘廣告公司要實行以人為本的管理, 力求做到人盡其能、人盡其用, 這是建設企業文化的根本基點。1. 人是企業文化理論和實踐的中心, 堅持“以人為本”;2. 以人的能力為本的企業文化, 這里指的是廣告公司的文化價值, 員工是廣告公司的企業文化的主體,建立在注重人的能力充分正確發揮這一基石之上, 廣告公司的一切經濟管理活動都圍繞如何正確發揮人的能力旋轉。3.在廣告公司中要實行以員工的
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Research Questions:
• What is the standard to measure whether or not the business is international?
• What is the most essential issue/requirement of an international enterprise?
• What is the effectiveness of corporate culture in an organization?
• What is the disadvantage of Chinese advertising agency in today’s market competition? Where is the problem?
• Which is the ‘appropriate’ way to Chinese advertising Agency to manage their corporate culture in the future (for their internationalisation)?
Interview Questions:
Level
N.B
Questions
1. Self-Introductions
Remember to get them to sign the participant consent form
Name
Profession
Experience
能力為本的管理方式, 加強以員工的能力為本的企業文化建設, 注重人力資源、人力資本和人力財富在廣告公司發展中的作用, 對員工要注重能力素質教育, 因時、因勢、因人制宜地開發廣告公司內部員工的各種潛力,從而人盡其才, 為廣告公司追求最佳的經濟效益創造良好的人文條件。這不僅是廣告公司自身生存和發展需要, 同時也是社會主義市場經濟發展的需要’#p#分頁標題#e#
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2. Organizations’ background & Missions
Name/Location/Size
Historical development
Mission statement
3. Organizations’ operation
Operational models
Management style
Financial resources
4 .Main competitors
Other competitors (4A)
5. Problems with the organization itself/ sector & industry/
nationally/ internationally ?
- Market failures
- Government failures
- Insider controls (esp. those has separated - ownership & management rights)
- Culture differences (esp. those has foreign supports)
-Management Failures
1. What do you think of ‘be internationalized’? What is the essential condition to an IB?
2. In your point of view, what is the strength and weakness of domestic Chinese advertising agencies in today’s market, and what makes this happened?
3. In today’s increasingly global advertising competitive environment, the effective management of people is even more important for organizational survival and success, however, corporate culture can be one of the most effective aspects on this issue. Do you agree with it? Why? And how do you think of effectiveness of corporate culture towards external resources and internal resources?
4. We know marketing bring company benefit and profit directly, that can
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effect company’s survive obviously. However, employees benefits company in another way. Conflict theory – consumer vs market, clients vs agencies, employees with organizations/leaders. How do you think is the best way to balance their conflict?
5. What is the advantage of 4A agencies compared with domestic Chinese advertising agencies in your opinion?
6. Do you think it is possible for internationalizing Chinese advertising agency? Are there any conditions of constraints, such as national policy, business environment, cultural context (PESTEL analysis)? And if it is possible what benefits or contribution it can make?
7. The effectiveness of corporate culture can refer to different fields of organization in different degrees, so do you think it is an important issue for the internationalization of domestic Chinese advertising http://www.400190.com/dissertation_sample/agencies, why?
8. From your perspective, could you explain your understanding on the roles of leaders and employees for the contribution of corporate culture?
9. What you do think the differences of corporate style/trait between Chinese ad agencies and 4A agencies? And why?
6.Future
10. How you think ‘ one best way’ to manage Chinese advertising agency?
11. What strategy or approach that Chinese advertising can have a go in future globalization process