INTERNET INTERNATIONAL© A SIMULATION EXERCISE FOR UNDERSTANDING TECHNOLOGICAL INNOVATION & CUSTOMER SERVICE IN A RAPIDLY GR... Developments in Business Simulation & Experiential Learning, Volume 27, 2000 INTERNET INTERNATIONAL© A SIMULATION EXERCISE FOR UNDERSTANDING TECHNOLOGICAL INNOVATION & CUSTOMER SERVICE IN A RAPIDLY GROWING INTERNET SERVER COMPANY or Customer Service? A Cultural Dilemma of Human Interaction Versus Labor Costs Carolyn B. Mueller, Stetson University Cheryl Van Deusen, University of North Florida W. Gerald Glover, Hawaii Pacific University INTERNET INTERNATIONAL© ABSTRACT Internet International© is an exercise designed for as few as five participants, but can also be used for larger groups divided into five groups or teams. Conversely, multiple groups of five participants each may run concurrently. It takes approximately ninety minutes to play and debrief, but can be played in two fifty minute sessions as well. In the current global economy, managers must deal with employees and customers from a variety of geographical locations. The purpose of this paper and the presentation is to introduce a simulation called Internet International©. This case simulation is designed to ease the transition of both students and managers by helping build the skills, sensitivity, and cultural awareness they need to establish and maintain effectiveness when doing business across national borders (Trompenaars, 1994). The objective of the Internet International© exercise is for participants to come to an agree- ment on how to introduce a corporate-wide costs- cutting strategy. Ideally, this simulation demonstrates how organizational leaders must find adaptive corporate cultures that balance the needs of multi-cultural customers with short-term shareholder returns on investment. Cultural diversity influences consumers’ perception of quality service as well as shareholders’ expec- tations. Customer service decisions, such as the integration of “caller waiting” systems as labor saving strategies, may create seemingly oppos- ing, and culturally influenced, expectations at the point of company-customer contact. INTRODUCTION Culture is a shared system of meanings and groups of people with common culture have established norms, values, and beliefs that guide their behavior (Hofstede, 1980). People vary along these cultural dimensions and orientations from a national standpoint. This exercise focuses on understanding the macro-level national dimensions of universalism versus particularism, individualism versus collectivism, specific versus diffuse, achievement versus ascription, internal versus external control, neutral versus emotional, and people versus task orientations. However, there may also be regional, occupational, and corporate values and beliefs which can support or undermine national tendencies. Through active participation in this simulated exercise, participants will focus on understanding the macro–level national dimensions of culture that affect individuals and their work. Innovations do not always have to lead to misunderstandings and problems; they can also create opportunity for gaining competitive advantage. This exercise is intended to demonstrate the value of reconciling the costs- quality dilemma in multi-cultural customer service delivery. The learning method for resolving this dilemma is outlined in the three steps described below. 1 Developments in Business Simulation & Experiential Learning, Volume 27, 2000 Step One Participants are introduced to the company, Internet International (II), a large U.S.-based international firm that specializes in providing computer user access to the internet. The company has grown at an extremely fast pace and operates as a multinational enterprise with subsidiaries in the major regions of the world. However, the company’s financial performance has recently suffered as the costs of operating this high tech service organization have continued to increase with global expansion. Participants receive a memo that they will attend an important planning meeting to discuss the introduction of a new technology system at the company. Attached is It’s seven-point policy for implementing change. At this point, each participant (or team) is assigned to play one of five National General Managers and is given a Cultural Role-Brief which describes several culture-specific dimensions that must be inte- grated into his/her attitude as well as appropriate rules for change, strategy for leading change, and the individual’s response to the memo and change policy. Step Two The planning meeting will take about one hour at the end of which participants must present an outline of a mutually acceptable plan for implementing the system. The group must produce a statement of the purpose and objectives of the new service, anticipated reactions from customers, a description of the implementation process, and recommendations regarding staff reduction. Each is expected to make a useful contribution and help the group reach its decisions by contributing their ideas on all topics. Participants have 15 minutes to individually prepare. The group can decide how the meeting may best be conducted, but decisions should be reached by reconciling critical cultural dilemmas that may surface during discussions. The reconciliation process must be used to assure that the expectations of customers and employees (stakeholders), as well as the company’s board of directors (shareholders), have been integrated into the new cultural design for service delivery. Due to the nature of the company’s product and services, it is important that all innovations and improvements be globally applied – the implementation process must be the same in all operating locations. Participants have one hour to conduct their meeting and discussion. Debriefing Session The nature and length of the debriefing session may vary depending on the purpose of using the exercise. The authors have most often used it in graduate and undergraduate strategic manage- ment and policy classes, where the debriefing session highlighed issues related to cross-cultural issues in decision-making, quality and service. Students are often surprised at how strongly their assumed cultural beliefs and attitudes influence their role during the planning process, and the changes in their behavior under these conditions. Some other general themes that could be explored and developed in the exercise include issues of cross-cultural negotiations, and human resources, power, control, implementation, and functional- level strategy making. REFERENCES Hofstede, G. (1980). Culture’s Consequences. Beverly Hills, CA: Sage Publications. Trompenaars, F. (1994). Riding the Waves of Culture: Understanding Diversity in Global Business. Chicago: Irwin. © W. Gerald Glover, Ph.D. Case outline and materials available from third author. 2 Table of Contents Volume 27, 2000 Internet International: A Simulation Exercise for Understanding Technological Innovation and customer Service In a Rapidly Growing Internet Server Company Simulations and Learning: Dialog and Directions Endnote Activity: A Tool for Integration of Course Content and Communication Skill Practice Incorporating Video as a Teaching Strategy in Interpersonal Communication Vision Quest: An Alternative Approach to Industry Analysis for MBA Courses in Strategic Strategic Management: An Evaluation of the Use of Three Learning Methods Trainer, Mentor, Educator: What Role for the College Business Instructor in the Next Century? Using the Internet and Shareware to Facilitate Computer Simulation in Distance Learning Classes Visual Modeling of Business Simulations Teaching about Information with Management Games A Self-Evaluation Based on the Discussion and Decision in Experts' Business Gaming The Restaurant Game Using Journals to Enhance Computer Simulation Based Learning Exercises to Facilitate Better Student Writing in the Undergraduate Strategy Class Identifying, Resolving, and Managing Common Ethical Dilemmas in the Workplace: An Experiential Approach Integrating the Digital Revolution into the Classroom The Wheel of Learning: An Integrative Business Curriculum Experiment The Changing Nature of Simulation Research: A Brief ABSEL History Perspectives on Simulation & Gaming's Review Process Experiential Learning Across Disciplines: Mixing International Business and Accounting Simulating Governmental Effects on Economic Development Internationalizing the Introduction to Business Course Using an International Text and Domestic Simulation with a Twist Using Stock Value as the Performance Measure in a Business Simulation Game Introducing Cross-Elasticities in Demand Algorithms Validating a Model of Currency Valuation An Exercise for Exploring the Relationship between Jungian Psychological Types and Organizational Politics Exercise: Preparing Financial Reports Using the Group Categorizing Technique Effect of Trust and Cultural Beliefs on Negotiation Processes: Data from an Experiential Role Play Experiential Learning Gets Stamp of Approval From the Boyer Commission Talent Search 2000 - An Experiential Activity to Help Strengthen Skills in Employee Recruitment and Selection Clemson University's Collaborative Learning Environment Initial Data on a Test Bank Assessing Total Enterprise Simulation Learning Changing the Assessment Paradigm: Using Student Portfolios To Assess Learning from Simulations How We Learn and Why We Don't: The Cognitive Profile Model: A Workshop in Teaching to Reach Your Students Knowing Thyself: A Portfolio Approach to Student Self-Assessment Collaborative Learning and Web-Based Instruction in a Cognitive Apprenticeship Model Teamwork Attributes in a Classroom Simulation Virtual Teams: Meeting the Next Challenge for Experiential Education New Age Learning: Nuance or Nonsense Developing Charisma: An Experiential Exercise in Leadership Problems and Solutions in Going Web-based with an Agribusiness Simulation Creating a Comprehensive Web-Enhanced Classroom Your Class is in Session, Now What? The Challenges of Teaching On-line An Application of Process Control Charts for Attributes as a Form of Classroom Assessment for Experiential Learning Work Goals and Life Aspirations: Do You Have What it Takes to be an Entrepreneur An Exercise to Develop Initiative: Possible Dream? The Ball Point Pen Assembly Company Management Game Review System Development Total Enterprise Simulations and Optimizing the Decision Set: Assessing Student Learning Across Decision Periods Facilitating Learning in the New Millennium with the Complete Online Decision Entry, System (CODES) The Marketing Management Experience The Right Venue for Your Simulation One More Time: Overall Dominance in Total Enterprise Simulation Performance A Profile of ABSEL Conference Attendees Learning Readiness: An Underappreciated Yet Vital Dimension in Experiential Learning Active Learning in a Professional Undergraduate Curriculum The Problem Is - They Think Differently! Cultures Integration in Mergers and Acquisitions: Putting Managers Together in a Business Simulation The Global Business Game: A Strategic Management and International Business Simulation