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Block 2, Sessions 9 & 10 -
Does globalisation allow for convergence…
Block 2, Sessions 9 & 10 -
Does globalisation allow for convergence and divergence?
Alternative perspectives to global innovation
Global culture
'divergence' in which an organisation most closely mirrors the assumptions and practices of an internal or localised context
Global culture and exchange - shaped by past and present economic, political and social factors
‘convergence’, defined as the adoption of similar values and processes by organisations globally.
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Digital comms - knowledge more accessible - disseminate best practice and expose firms to public scrutiny
Historic legacy of colonisation that has divided the world into a richer global ‘north’ and a developing global ‘south’
- inequality reinforced by free market values driving globalisation
An era when spectatorial culture is giving way to participatory culture:
- We take control of the media as it enters our lives, and that’s the essence of convergence culture.
- A world governed by principles of participatory culture has the potential to be much more diverse than a world controlled by a small number of media producers.
What?
Poses distinct obstacles for discerning when and in what ways to diverge from these ‘global’ standards
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Digital and transportation technologies - shrunk world - producing global env and international innovation networks
Emphasis on the rise of an international workforce, partnerships and customer markets.
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Shrinking world of orgs
Organisations must be outward-looking and open to change if they are going to survive and prosper in the age of globalisation
Rise of a global culture coincides with the prevalence of transnational corporations
- Premium placed on being 'global country' - integrate international ops and diverse workforce
Closeness is far from equal or universal in terms of its reality or benefits
- Some countries (and orgs), greater access and ability to use global knowledge to advantage
- Some, increased influence to shape global culture
- Developed world greater resources and power to capitalise
Crossvergence
There is also the possibility of shaping these contexts: a big idea does not just respond to a market but can potentially transform existing ones and even create new ones.
Crossvergence: describes the ability of an organisation to respond to and influence their particular context
- It describes how an organisation is uniquely constituted by, and can help to uniquely constitute, the contexts within which it exists.
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The idea of crossvergence shifts the emphasis of organisational learning and innovation from adoption to adaptation.
HRM forms an important part of this adaptive strategy. It is fundamental in crafting the ‘unique values’ that organisations must embrace and work to influence within a specific culture.
Innovation, in this regard, is constantly occurring. Organisations must constantly respond to contextual factors facing them - must, therefore, be multifaceted and integrative in their strategies
crossvergence offers an alternative vantage point to view the relation between innovation, globalisation and power
gestures toward empowerment: the ability of organisations to influence and not merely be influenced by a context
understands culture not as static, instead, it is constantly being created and re-created, not least by the organisations that populate it.
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Global knowledge, local needs
latter argues, conversely, that what is moral and appropriate depends on the context in which it is occurring.
former thinks there is one set of values that should apply to all people and institutions everywhere and for all time
Underpinning the various approaches organisations can take to globalisation are deeper philosophical debates of universalism versus relativism
Organisations face a similar query: is there one ‘best practice’ or, instead, multiple ‘best practices’ that are culturally specific?
‘glocalisation’ helps to bridge these two opposing perspectives - global culture adapted to local conditions
It represents an interesting and exciting challenge to organisations to best adopt and adapt global ideas to their own cultural conditions.
power imbalances that affect global organisational learning - more often than not the ‘global south’ that must accommodate the culture of the ‘global north’
smaller firms and those within less powerful countries have less capacity to ‘glocalise’; instead, they are commonly forced to embrace global cultural norms wholesale with little room for compromise or agency for difference.
globalisation opens the space for organisations to innovate both in terms of creating global standards and transforming prevailing ones to meet their local needs
In this spirit, the future of innovation lies in coming up with a global idea while at the same time showing just how diverse the application of this idea may be within different cultural contexts.