Cultural impact on entry mode strategies into Chinese market by Australian companies

This Paper examines the cultural impact on the choice of entry mode strategies of Australian companies entering the Chinese Market. The Paper stresses the view that cultural differences must be considered when making entry mode  decisions. The evidence gained from an analysis of case studies undertaken of two Australian companies is presented in this paper. In both cases cultural differences have major affects on the decision-making process of China operations at a strategic level. It also indicates that a uniform process of entry mode stages, as suggested in the literature on entry options, may not be  suitable. Entry mode strategy should be determined on a case-by-case base and evaluated with culture considered prior to other criteria.