Browsing by Author "Worm, Verner"
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Li, Xin; Worm, Verner (, 2009)[More information][Less information]
Abstract: With China’s rapid economic progress and steady increase in its international influence, China has gradually embarked on the soft power idea and has made developing its soft power as its national strategy. We argue that China’s soft power strategy is in accordance to Chinese Confucian culture and political value and fits well with its grand strategy of peaceful rise. Based on existing conceptualizations of soft power, we expanded the sources of soft power to six pillars: cultural attractiveness, political values, development model, international institutions, international image, and economic temptation. We also identified three channels for wielding soft power: formal, economic, and cultural diplomacies. Putting all the basics together, we present an integrative model of soft power. Accordingly, we analyze the sources and limits of China’s soft power and suggest how to improve it. URI: http://hdl.handle.net/10398/7829 Files in this item: 1
CDP 2009-028.pdf (264.2Kb) -
Worm, Verner (København, 2008)[More information][Less information]
Abstract: This chapter try to highlight some key elements of Chinese thinking described from a cultural and philosophical perspective starting with explaining the background for Chinese philosophy, mainly Confucianism followed by central concepts such as holism (ying/yang) and a discussion of the concept of change that appears to be somewhat unique because of the central position change occupies in the Chinese philosophy. More specific, but still important concepts like face, guanxi, the Middle way and paradoxes way are also elaborated on. For reference comparison is now and then made to western philosophy when it is found to clarify Chinese thought. Comparative philosophy brings together philosophical traditions that have developed in relative isolation from one another and that are defined quite broadly along cultural and regional lines -- Chinese versus Western is here chosen, but it is not to indicate that similar phenomena might not have appeared in other places in the world if not stated explicitly. URI: http://hdl.handle.net/10398/7415 Files in this item: 1
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Chinese and Expatriate AccountsSøderberg, Anne-Marie; Worm, Verner (Frederiksberg, 2011)[More information][Less information]
Abstract: The purpose of this article is to explore how Chinese and expatriate managers, working in subsidiaries of five MNCs, communicate and collaborate, what kind of cultural encounters they talk about and give prominence to in their accounts of critical incidents, how they reflect upon them/ explain them, and how they cope with perceived similarities and differences to improve cross-cultural communication and collaboration within a global organization. Using an inductive qualitative methodology and thematic analysis, the study draws on indepth narrative interviews with 29 expatriate and 39 Chinese managers and experts. The specific value of this paper is that it explores a hitherto under-researched issue and provides insight into well-educated expatriate and Chinese managers´ accounts of how they perceive themselves and others in a multicultural work context. In both groups we find widely traveled, flexible and open-minded people, who are ready and have the capabilities to conduct cross-cultural leadership. URI: http://hdl.handle.net/10398/8353 Files in this item: 1
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A Case of Danish Multinationals and their Subsidiaries in P.R. China and IndiaWorm, Verner; Xu, Xiaojun; Shinha, Jai b.P. (København, 2005)[More information][Less information]
Abstract: By drawing on a selective review of literature, we propose that the culture of Danish multinationals and transnational organizations interface with the Chinese and Indian societal and managerial cultures in order to create hybrid cultures in Danish subsidiaries in P. R. China and India. The hybrid culture moderates the relationships between the forms of knowledge and internationalization of multinationals on one hand and the transfer of knowledge on the other. It is postulated that stable cultural frames of the Danes and Chinese managers, both having stable cultural frame, will require long drawn efforts to overcome the cultural distance and transfer the various forms and levels of knowledge in the initial years of the subsidiaries. On the other hand, Indians’ style of switching their cultural frames will create less entry problems but more recurring problems once Danish multinationals will get going. Once the postulates are empirically validated, potential implications for strategic interventions are briefly discussed. Keywords: Knowledge transfer, culture, MNCs. URI: http://hdl.handle.net/10398/7400 Files in this item: 1
cdp2005-02worm.samlet.pdf (195.7Kb) -
BLAT and GUANXIMichailova, Snejina; Worm, Verner (København, 2002)[More information][Less information]
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Context, complexity and competenceClausen, Lisbeth; Worm, Verner (Frederiksberg, 2012)[More information][Less information]
Abstract: Asia (Japan, China, India and South East Asia) has a population of more than 2.5 billion people (a little less than half the world’s population). Asia is diverse and complex but it is first of all an exciting place and accounts for a significant and increasingly large share of the global economy, boasting three of the ten biggest economies – China, Japan and India. It is the growth center of the current world economy, with two of the fastest emerging economies, China and India. The rapid development is partly because the countries have received huge amounts of foreign direct investments (FDI). In 2009 China alone received US $ 92 billion in FDI and China has more expatriates than any other country in the world (Welch, Welch & Worm, 2007). Many expatriates are also based in Japan, India and South East Asian countries such as Singapore, Malaysia and Indonesia as well. URI: http://hdl.handle.net/10398/8599 Files in this item: 1
Worm_2012.pdf (121.8Kb)
Now showing items 1-6 of 6