This report discusses the organizational culture and social responsibility of Alibaba in China and the UK, along with recommendations for business practices and leadership style.
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Running head: ORGANISATIONAL CULTURE AND SOCIAL RESPONSIBILITY Organisational Culture and Social Responsibility Name of the student Name of the University Author note
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1ORGANISATIONAL CULTURE AND SOCIAL RESPONSIBILITY Table of Contents Introduction............................................................................................................................3 Organisational culture of Alibaba............................................................................................3 Corporate Social Responsibility of Alibaba.............................................................................3 Recommendations.................................................................................................................4 Conclusion.............................................................................................................................5 References.............................................................................................................................6
2ORGANISATIONAL CULTURE AND SOCIAL RESPONSIBILITY Introduction Organisational culture refers to the shared values and the beliefs regarding the behaviour of the employees in an organization (Watkins 2013). It helps in making the decisions and carrying out the work activities in a company. Corporate Social Responsibility helps in the integration of the social along with the environmental concerns that helps an organisation in achieving the balance in between the economic, environmental along with the social imperatives. Alibaba refers to the Chinese multinational conglomerate which have specialization in the area of e-commerce, retail along with the technology (Alibabagroup.com 2020). This report discusses about the organizational culture of Alibaba in China and in the UK. This report elucidates on the aspect of the corporate social responsibility of Alibaba within China and in UK. This report states the recommendations pertaining to the business practices along with the leadership style that can help the company in the creation of the cohesive multicultural team. Organisational culture of Alibaba The people in China prefer the slow negotiations and on the other hand the people in UK lays a great deal of emphasis on the aspect of time and they want to conclude the deal quickly. It reflects contrasting views in relation to the negotiation in the two countries- China and the UK. The organisational culture in Alibaba favours the long term process whereas the people present in UK prefer the aspect of the instant gratification along with the quick negotiations. The cultural differences exist in between the people of the two countries that can pave the path for the mistrust. China have the particularistic culture and the friendship plays a significant role in success of the business negotiations (Bauer, Matzler and Wolf 2016). The Chinese lay a great deal of stress on the elements of the friendship along with the trust. The universalistic culture prevails in UK and the laws and the contracts are necessary for the making of the business contracts (Ghemawat 2001). The Chinese prefer thegeneralagreementandtherelationshipinbetweenpartiesactsasfoundationof contract. The diffuse culture exists in the Chinese culture and they want to save the face at the time of carrying out the negotiations. They want to maintain the high status in the eyes of the peers that acts as a mark of the personal dignity (Ghauri and Rosendo-Rios 2016). The people in UK have the specific culture and they have the tendency of speaking the mind that can give rise to embarrassments for their counterparts. Corporate Social Responsibility of Alibaba Alibabatakesrecourse to thesocialresponsibilitymeasures thatcanhelpthe company in winningthe favour ofthe people. The company in the local sphere lays emphasis on the four components of economic, legal, ethical and the philanthropic whereas
3ORGANISATIONAL CULTURE AND SOCIAL RESPONSIBILITY its foreign counterpart primarily lays emphasis on the two components- economic and legal (Whelan2017).TheconsumerspresentinChinawantthecompaniestotakemore responsibility that have given rise to the acts of the corporate social responsibility. The firms of Alibaba situated in UK however do not want to take the similar kind of the responsibility that can help in serving the public. Alibaba within the framework of China involves itself in the charitable and the socially responsible projects that have helped the company in serving the community. It have helped the company in aligning the core values along with the mission which can drive the profitability of the company (Lau, Lu and Liang 2016). The company have been instrumental in establishing the Alibaba’s Xin Philanthropy Conference that have helped in the process of delivering the better value for the society. It have proved to be helpful in bringing together the pioneering philanthropists along with the thought leaders that have helped in making the social responsibility acts more impactful (Tang et al. 2018). The company operating in China have made use of the Alibaba Poverty Relief Fund along with the Mission Million Books that have helped in alleviating the condition of the people across the world (Alibabagroup.com 2020).The business unit of Alibaba which is situated in UK lays emphasis on meeting the needs of the people that can help them in earning the profit. The firm in UK have to abide by the European Convention on Human rights that can help in safeguarding the reputation of the company. Recommendations There are certain strategies that can be adopted in relation to the business practice that can help a company in emerging successful within the international domain. It is recommended that firstly Alibaba take cognizance of the international compliance laws that can help a company in becoming successful within the international domain. The company should learn about the different kinds of the tax codes along with the packaging standards that can help the company in establishing himself in the international front. Secondly, Alibaba should find the right partners that can aid in the process of the international expansion. The local office and the team should be established that can understand market along with the language of the new land (Bauer, Matzler and Wolf 2016).It can help a company in being compliant in the new market that can help a company in making a great deal of fortune. It can aid in the creation of a strong team that can improvise on the business performance of Alibaba. Thirdly, the transactional leadership style should be adopted by Alibabathatcanhelpinmotivatingthefollowersandintheprocessoftheteam development. It can appeal to the self-interest of the people that can have a positive influence on the effectiveness of team.
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4ORGANISATIONAL CULTURE AND SOCIAL RESPONSIBILITY Conclusion Organisational culture of Alibaba in China stresses on long term process and on the other hand the management in UK lays emphasis on quick negotiations. The firms that are present in China are more concerned about the social responsibility acts that can help them in winning trust of people. The economic, legal, philanthropic and legal aspects are preferred by the Chinese companies whereas the business unit that is located in UK concentrates on the economic and the legal aspects. Alibaba should be wary of abiding by international compliance laws that can lead to success of company in the global arena.
5ORGANISATIONAL CULTURE AND SOCIAL RESPONSIBILITY References Alibabagroup.com(2020).AlibabaGroup.[online]Alibabagroup.com.Availableat: https://www.alibabagroup.com/en/global/home [Accessed 12 Feb. 2020]. Bauer, F., Matzler, K. and Wolf, S., 2016. M&A and innovation: The role of integration and culturaldifferences—AcentralEuropeantargetsperspective.InternationalBusiness Review,25(1), pp.76-86. Ghauri, P. and Rosendo-Rios, V., 2016. Organizational cross-cultural differences in the context of innovation-oriented partnerships.Cross Cultural & Strategic Management. Ghemawat, P., 2001. Distance still matters.Harvard business review,79(8), pp.137-147. Lau, C., Lu, Y. and Liang, Q., 2016. Corporate social responsibility in China: A corporate governance approach.Journal of Business Ethics,136(1), pp.73-87. Tang, Y., Ma, Y., Wong, C.W. and Miao, X., 2018. Evolution of government policies on guiding corporate social responsibility in China.Sustainability,10(3), p.741. Watkins,M., 2013. What is organizational culture? And why should we care.Harvard Business Review,15. Whelan, C., 2017. Security networks and occupational culture: understanding culture within and between organisations.Policing and society,27(2), pp.113-135.