- Page 3 and 4: iiiINTERNATIONALISATION,COOPERATION
- Page 5: 1CONTENTSPreface 7Glossary 8List of
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- Page 13: 9UBNWTOUnisource Business NetworksW
- Page 17 and 18: 11 INTRODUCTIONThe study presented
- Page 19 and 20: cultural strategies. Most literatur
- Page 22: 6share several common characteristi
- Page 25 and 26: The central question in the third s
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- Page 35 and 36: the way in which societies look at
- Page 37 and 38: The second perspective on cross-cul
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- Page 41 and 42: 25members of a group. Ethnic groups
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- Page 47 and 48: The concept of a culture with an un
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- Page 51 and 52: 35different forms of globalisation
- Page 53 and 54: link distant localities in such a w
- Page 55 and 56: 39Well, sometimes I think the idea
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43competitor. (2) The management cu
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cooperation between three Dutch dev
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47industry. Exploration of the tele
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49support and obtained free access
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justice to the holistic character o
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53village community of the Westland
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55anthropologists tend to study ecc
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advisors do this in a much shorter
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59changed. The freedom of publishin
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61To provide feedback to the object
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63Preliminary investigation in the
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653.5 Internal and External Validit
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67experience also difficulties in i
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69PART IITHE CONTEXT
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72Technological innovations, which
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74create their own global private n
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76strategies to restructure and to
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78From an idealistic model perspect
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80telecom market can be divided int
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82of the most important consequence
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84TISA that increasingly contribute
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86the domestic countries of the PTO
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88Telecom. The non-European activit
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90be very successful in Latin Ameri
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92internationalisation that exclude
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94possible for all Dutch citizens,
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96three objectives could be reached
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98With the privatisation the diffic
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100To execute these strategies and
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102defined the desired characterist
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104departments and pieces of a jigs
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1062,229 people in 16 countries (An
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108department also meant dealing wi
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110telecom markets. KPN employees
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112International Support consists m
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114The focus of this training is on
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1166 THE INDIVIDUAL STRATEGIES OF K
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118The train is full of people who
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120on the non-stop KLM flight KL 25
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122colleague, a couple of years you
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124project therefore needs to be co
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126decided to ask the new Czech pro
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128position every 1.3 years while V
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130reflects the taboo that an emplo
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132does get caught in the traffic j
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134organisation to promote the proj
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136KPN is a very political organisa
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138The fear of losing their jobs as
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140carries a suitcase containing a
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142learnt from previous experiences
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144
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146
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149Telecommunication Provider’. H
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151fair in Geneva. 49 The strategic
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153UnisourceCarrierServicesFigure 1
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155In order to create synergy withi
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157communicate with and they are ab
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159In this rivalry cultural differe
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161and the relevant persons have si
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163colleagues. There seems to be a
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165‘Everywhere in the world the s
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167Spanish employees do not speak E
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169own cultural identity. Olving (1
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171this, yes I want this done’. T
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173American telecom market is furth
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175There is exaggerating compassion
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177The business hours in Unisource
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179moved to Spain together with the
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181formally understood the competit
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1838 UNSUCCESSFUL CROSS-CULTURAL CO
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185The colonial relationship with t
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187Siemens machine out of there, bu
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189international activities. The ac
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191In the light of these observatio
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193gets into his white Toyota. Slow
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195With the new CEO of Setel, consu
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197response; ‘I have not come her
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199It is thus not difficult to imag
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201the order at the front desk hims
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203addition to holding their offici
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205first reconstructed the network
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207live in expensive expatriate sub
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209company Werkspoor BV, which was
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211afraid of the growing domination
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213internationalisation and its cro
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215divided. 78 The decentralisation
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217they were the product of a small
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219loss of the participation was th
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221track end. The situation was muc
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223Kumpra nos patrimonioBendemi, be
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225Perceiving Curaçao as Dutch ter
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227Dahoko, who now works for the KP
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229private companies is through Ker
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231Dutch, we are forgiving, our rel
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233KPN had learned from its experie
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235and listen to their stories, exp
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237It is only ten kilometres to the
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239colleagues and talk about small
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241For the Dutch who speak Bahasa I
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243While Indonesians tend to see KP
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245an important role in Indonesia (
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247Personally, I tend to pipe down
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249country’s people. Java has alw
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251the Citra Graha building to pray
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253the breaking of the fast at abou
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255From their own perspective they
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257finally reach an agreement after
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259manage her housekeepers, how to
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261The activity Leo likes most is s
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263have a good relationship with al
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265from the TNT Post Group. This co
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267however, stimulates the selectio
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269PART IVCONCLUSIONS
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27110 CONCLUSIONS AND IMPLICATIONST
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273Which strategies of cross-cultur
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275dependency of the Antillean econ
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277Indonesian government connected
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279behaviour and actions of the ind
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281In summary, the change in the or
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283Uncertainty avoidance 53 48Mascu
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285strategies. The lengthier and mo
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287anthropological corporate resear
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289international expansion of Weste
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291diversity in professional cultur
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293own work situation participants
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295⋅Develop a cultural and politi
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297Caby, L. and C. Steinfield (1994
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299Koot, W. (1994). Ambiguïteiten
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301Putten, E.J. van der (1996). Een
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303Annex IIn the contract the durat
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305Step IIObjectiveExploring the Du
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307December 1995 till December 1997
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309between the Netherlands Antilles
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311The newspaper Jakarta PostResear
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313wordt een tweetal afdelingen ges
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315In dit hoofdstuk wordt de contex
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317om met de nieuwe internationale
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319makamba’s (Nederlanders) (schu
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321zakenrelaties, familie relaties
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323Curriculum VitaeAlfons van Marre