International Business Report: WIPRO's Strategies and Effectiveness

This report provides an analysis of WIPRO's international business operations, focusing on key aspects such as its strategies, cultural dimensions, and overall effectiveness. The report begins with a review of India based on Hofstede's cultural dimensions, including power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, and orientation, providing insights into the cultural context in which WIPRO operates. It then outlines the key steps WIPRO has taken to enhance its effectiveness, such as involving employees in improvement processes and providing training. Furthermore, the report examines strategies to motivate employees in an emerging market with low loyalty, like job satisfaction and cultural competence. Finally, it assesses the effectiveness of the measures implemented at WIPRO, highlighting the impact of these strategies on employee loyalty and overall business performance. The report concludes by referencing relevant books and journals to support the analysis.

INTERNATIONAL
BUSINESS

Table of Contents
1: India's review on Hofstede's cultural dimensions........................................................................1
2: Key steps WIPRO has to taken for enhancing its effectiveness..................................................1
3: Motivate working in an emerging market with low employee loyalty .......................................2
4: Effectiveness of measure implemented at WIPRO......................................................................2
REFERENCES ...............................................................................................................................3

1: India's review on Hofstede's cultural dimensions
Following is the review of Indian environment on the basis of Hofstede's cultural
dimensions:
Power distance (PDI)- As per the power distance dimension India have high score of 77.
It is indicating that country is having high level of inequality on the basis of power and wealth.
Here, managers of WIPRO can trust on the compliance level of their team members.
Individualism vs Collectivism- India has intermediate score on this level of dimension
which is 48. It is indicating that, In India people have higher preference for belonging to a larger
social framework. According to this dimension the relationship between employer and employee
is based upon expectations. The manager of WIPRO required to understand the expectation of
their employees (Rallapalli and Montgomery, 2015).
Masculinity vs Femininity- India has score of 56 on this particular dimension. Here,
workplace is playing vital role in describing one's life as people are mostly shifted towards
visible symptoms of success. This cultural dimension will be useful for WIPRO in order to
getting quality service from employee in exchange of successful carrier.
Uncertainty avoidance- India has score of 40, which is indicating that country has low
preference in uncertainty avoidance dimension. In an organization perspective Indian employees
are not very comfortable in taking initiatives, they are good with routinized roles and
responsibilities. WIPRO business strategy of global expansion and enrolling Indian employees
with language program will be negatively impacted because of avoiding uncertainty
characteristic (Bakir and et.al, 2015).
Orientation- On this dimension India score 61, which indicates every society maintain
their links with their own past while dealing with present and future challenges. The high level
orientation of Indian people describes that they hardly forgive the lack of punctuality.
2: Key steps WIPRO has to taken for enhancing its effectiveness
 They involve their employees in the improvement process of organization
 Experiment with Six Sigma process with sales, marketing and relationship management
teams (Wild, Wild and Han, 2014)
 Provide training to Indian staff before traveled anywhere first time
 Adopted American style of management, human resources and quality processes
 Involve client in the work process and teach them how to work with Indians
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All the initiatives taken by WIPRO are quite consistent with Indian culture. For instance,
involving Indian with improvement process will realize them the characteristics of wealth and
power (Beamish, 2013). In addition to this, training and development program will reduce the
level of resisting from uncertain condition which Indian employee mostly has.
3: Motivate working in an emerging market with low employee loyalty
 Develop job satisfaction by creating positive work environment
 Setting consultation session for low performance employees and provide them required
training (Lazaroiu, 2015)
 Building cultural competence among the employees
 Provide promotion and give realization of power to the employees
 Expand employment benefits and restructure the reward system
 Establish provision of appraisal for deserving employees (Porter, Riesenmy and Fields,
2016)
4: Effectiveness of measure implemented at WIPRO
The primary steps taken by WIPRO that involving employees in the improvement
process is effective as per the Indian cultural dimension. As per the power distance dimension of
Hofstede's model Indian employees work effectively when power and wealth given to them
(Zander, McDougall-Covin and Rose, 2015). Training and development program will reduce the
level of employees uncertainty avoidance. Overall, the measure of increasing effectiveness
implemented at WIPRO are efficient enough in improving the loyalty of employees towards the
organization (Cravino and Levchenko, 2017).
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REFERENCES
Books and Journals
Bakir and et.al, 2015. A preliminary investigation of the reliability and validity of Hofstede’s
cross cultural dimensions. In Proceedings of the 2000 Academy of Marketing Science
(AMS) Annual Conference (pp. 226-232). Springer. Cham.
Beamish, P., 2013. Multinational joint ventures in developing countries (RLE International
Business). Routledge.
Cravino, J. and Levchenko, A. A., 2017. Multinational firms and international business cycle
transmission. The Quarterly Journal of Economics. 132(2). pp.921-962.
Lazaroiu, G., 2015. Employee Motivation and Job Performance. Linguistic and Philosophical
Investigations. 14. p.97.
Porter, T. H., Riesenmy, K. D. and Fields, D., 2016. Work environment and employee
motivation to lead: Moderating effects of personal characteristics.American Journal of
Business. 31(2). pp.66-84.
Rallapalli, K. C. and Montgomery, C. D., 2015. Marketing Strategies For Asian-Americans:
Guidelines Based on Hofstede's Cultural Dimensions. In Minority Marketing: Research
Perspectives for the 1990s (pp. 73-77). Springer. Cham.
Wild, J. J., Wild, K. L. and Han, J. C., 2014. International business. Pearson Education Limited.
Zander, I., McDougall-Covin, P. and Rose, E. L., 2015. Born globals and international business:
Evolution of a field of research. Journal of International Business Studies. 46(1). pp.27-35.
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