Case study--culture clash in corning and vitro joint venture

1.         Identify and discuss Cornings strategic predisposition toward a adjunction impale with Vitro.

Because of long histories of successful sum ventures and had been an innovative attracter in foreign alliances for over 73 years, Cornings strategy of establishing the joint venture relationship with Vitro seems to be a ideal combine and will lead to success. However, the joint venture became subject to a series of cultural and other conflicts that began to undermine this vision. According to caller-out officials and external analysts, cultural differences were a principal cause of the alliances failure. Therefore, leave out of fully understanding Mexico stopping point is the key predisposition of Cornings strategy.

What is culture? One of the well-accepted definitions is given by Goodenough (1971), who has defined culture as a set of beliefs or standards, shared by a group of people, which help the individual decide what is, what can be, how to feel, what to do and how to go about doing it. The main cultural clashes between devil companies are discussed as follow:

? Different decision-making style between Mexican and American:         

Vitro and other Mexican businesses are a great deal more hierarchical, with loyalty to fathers and patrons somehow carried over to the modern corporation.



As a matter of loyalty or tradition, decisions are frequently left either to a member of the controlling family or to top executives, while middle level managers are often not asked their opinions.

As a result, Corning managers who work in the joint venture were sometimes left waiting for important decisions about market and sales. Refers to a Corning executive: If we were looking at a dissemination decision, or a customer decision, we typically would have a group of people in a room, they would do an assessment, go steady alternatives and make a decision, and I as chief executive...

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