Cultural Environment of Renault-Nissan Alliance

Running Head: CULTURAL ENVIRONMENT OF RENAULT-NISSAN ALLIANCE 1
Cultural Environment of Renault-Nissan strategic alliance
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CULTURAL ENVIRONMENT OF RENAULT-NISSAN ALLIANCE 2
Cultural Environment of Renault-Nissan strategic alliance
Renault-Nissan alliance involves French and Japan nationalities. These two countries
have different cultures that affects the operations of the alliance. Given that Japanese and French
people working in this organization have different system of beliefs, values, norms, and
worldviews, there is a lot of misunderstandings that arise among the staff. Cultural differences
usually arise between employees, managers, directors, and senior and junior staff.
a) Cross-cultural issue of employee
Renault-Nissan alliance has over 450, 000 employees from the two nationalities. Since
these employees have different cultural backgrounds, there is a high possibility of intercultural
misunderstandings among the workers (Weiss, 2011). This arises mostly due to communication
barrier. Japan people use high-context language compared to French who use low-context
language. As such, Japanese tend to use non-verbal and implicit mode of communication.
Misinterpretations of information will affect smooth operations of the business. Additionally,
they may lead to tension and disunity among the workers hence jeopardizing employees’
cooperation. The individualistic nature of French people also affects the working relationship
among the workers (Barmeyer & Mayrhofer, 2016). This is because while the Japanese prefer
working as a group, the French counterparts prefer working individually. This may create
wrangles, misunderstandings, and division among the employees.
b) Cross-cultural issue of managers
Managers play a crucial role in the success of the organization. In organization involving
different cultures, the managers have a hard time to manage the employees due to diverse
cultural differences. Both French and Japan have high power distance although in Japanese its