Prior To Beginning Work On This Discussion Read Chapter 17
Prior To Beginning Work On This Discussionread Chapter 17applied Psyc
Prior to beginning work on this discussion, Read Chapter 17 Applied Psychology in Talent Management. Review the Intro and Company Profile sections in the Walmart Case Study (Links to an external site.) interactive.
Discussion Instructions: Throughout your MBA program you will continue to cover various subjects as they relate to business. In the BUS621: Leadership and Teamwork course you created and built your own Walmart in a new global location. In your BUS622: Global Marketing course, you created a global marketing plan that is strategically competitive and socially responsible.
For this course, based on the location you have chosen to build your own Walmart, explain and support what dimension of the Hofstede model (see page 435 of our textbook for a list and description of the dimensions) your country most likely falls under. Next, explain how understanding the dimension and cultural sensitivity would impact human capital talent management practices as you expand into your chosen country. Be sure to be factual and to fully support your answer. Your initial response should be a minimum of 200 words. Graduate school students learn to assess the perspectives of several scholars. Support your response with at least one scholarly resource in addition to the text.
Paper For Above instruction
Mounting globalization has intensified the importance of understanding cultural dimensions when expanding multinational corporations such as Walmart into new regions. Among Hofstede’s cultural dimensions, the one most pertinent to my chosen country—Japan—is the high score on the Uncertainty Avoidance Index (UAI). According to Hofstede’s framework, countries with high UAI tend to prefer strict rules, clear structures, and a cautious approach toward change, which is characteristic of Japanese culture (Hofstede et al., 2010). Embracing this dimension is vital for Walmart's expansion strategy as it informs managerial approaches, employee engagement, and customer service practices in Japan.
Understanding Japan’s high uncertainty avoidance is critical for human capital talent management. Specifically, it emphasizes the need for structured onboarding programs, detailed job descriptions, and predictable work routines to reduce employee anxiety and foster a sense of security (Nakagawa & Toh, 2018). Culturally sensitive management practices that respect Japanese norms—such as consensus decision-making (ringi system) and group harmony—are essential to attract, retain, and motivate local talent. For instance, providing clear career progression pathways and consistent performance expectations aligns with employees' preference for stability.
Failure to consider Hofstede’s dimensions could adversely affect Walmart’s ability to integrate into Japan’s corporate culture, potentially leading to misunderstandings, employee dissatisfaction, and lack of market penetration. Additionally, fostering cultural sensitivity enhances cross-cultural communication, which is indispensable for effective leadership and human resources development in a foreign market (Minkov & Hofstede, 2011).
In conclusion, recognizing Japan’s high UAI and adapting human resource practices to align with this dimension demonstrate respect for local customs and increase the likelihood of successful market entry and sustained operations.