Documente Academic
Documente Profesional
Documente Cultură
Dimensions of Culture
Outline
• Chap1-1 Cross-cultural management
• Chap1-2 Globalization
• Chap1-3 Definitions of culture
• Chap1-4 Nature of culture
• Chap1-5 Cultural values
• Chap1-6 Dimensions of culture
• Chap1-7 Attitudinal Dimensions of Culture
• Chap1-8 Trompenaars’ s Cultural Dimensions
Cross-Cultural Management
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Chap1-1
Cross-cultural management
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What is Cross-Cultural
Management?
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Goals for Cross-Cultural
Management
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Chap1-2
Globalization
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Globalization
Like it or not, globalization is here…to stay.
• Most large companies have some kind of business
relations with customers, companies, employees or
various stake-holders in other countries…and
cultures. (Global corporations)
• Many employees and managers deal with people
from other cultures on a constant basis
• Most of us have a close experience with only one
or two cultures…=>
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Globalization
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Chap1-3
Definitions of culture
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Culture
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Chap1-4
Nature of culture
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Culture
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Cultural diversity
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Chap1-5
Cultural values
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Priorities of Cultural Values
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Management Approaches Affected
by Cultural Diversity
Centralized vs.
Decentralized Cultural Informal vs.
formal procedures
decision making
Diversity
Safety vs. risk High vs. low
organizational
loyalty
Individual vs.
group rewards Cooperation vs.
competition
Stability vs.
Sort-term vs. innovation
long-term horizons
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Summary of what we learned
last week
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We will learn today
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A model of culture: concentric
circles
Explicit artifacts and
products of the society Outer layer: observable,
Norms and values e.g. language, food,
that guide the society buildings, art.
Middle layer: helps
Implicit, basic people understand how
assumptions that guide they should behave.
people’s behavior
Inner layer: intangible,
helpful for problem-
solving and well
interactions with other
people.
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Comparing Cultures as
Overlapping Normal Distribution
? ?
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Stereotyping from the Cultural
Extremes: Brugha and Du’s research
How Americans see the Chinese How Chinese see Americans
in community individualism
avoid confrontation face confrontation
(keep in harmony) (arguments and debates)
respect for authorities respect for achievements
and seniors
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Values in Culture
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Dominant Western Values
in Workforce
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Chap1-6
Dimensions of culture
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Hofstede’s Cultural Dimensions
• Dutch researcher Geert Hofstede found there
are four dimensions of culture.
• Hofstede’s initial data: questionnaire surveys
with over 116000 respondents from over 70
different countries who worked in the local
subsidiaries of IBM.
• The fifth dimension was added later.
• Criticized because of its focus on just one
company.
• Popular in the research field of cross-cultural
management.
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Power Distance
Uncertainty Avoidance
Hofstede’s Individualism
Five Cultural
Masculinity
Dimensions
Long-Term Orientation
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• Power Distance: the extent to which less powerful
members of organizations accept that power is
distributed unequally.
Low: people treated as equals despite social
status
High: people accept authority relations
• Uncertainty avoidance: the extent to which people feel
threatened by ambiguous situations and have
created beliefs and institutions that try to avoid
these.
Low: prefer few formal rules
High: want clear behavioral guides
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• Individualism/collectivism: the tendency of people to
look after themselves and their immediate family only
(belong to groups or collectives and to look after
each other in exchange for loyalty).
Low: group behavior important
High: individual behavior important
A bipolar continuum
Individualism Collectivism
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• Masculinity/femininity: a situation in which the
dominant values in society are success, money, and
things (caring for others and the quality of life).
Low: cooperation; friendly atmosphere;
employment security; low stress; warm
interpersonal relationships.
High: competition; challenge; recognition;
wealth; advancement; high stress; tight
control.
A continuum
Masculinity Femininity
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• Long–term orientation: value placed on
persistence, status, thrift
Low: respect for tradition, personal
stability, focused on the past
High: perseverance, thrift, focused on
the future
This dimension was added to depict the
influence of Confucianism in Asia.
This dimension is similar to “Adjusting”
proposed by Brugha and Du.
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Examples of Cultural Dimensions
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Vertical & Horizontal Individualism
& Collectivism
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Schwartz’s Values
Universalism
Benevolence
Conformity & tradition
Security
Power
Achievement
Hedonism
Stimulation
Self Direction
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Schwartz’s Value Map
Openness to Self-
Change Direction Universalism
Self-
Creativity, Social Justice, Transcendence
Freedom Equality
Stimulation
Exciting Life
Benevolence
Helpfulness
Hedonism
Pleasure Conformity Tradition
Obedience Humility
Devoutness
Achievement
Success,
Ambition Security
Social Order
Power Conservation
Self- Authority,
Wealth
Enhancement
Organized by motivational
similarities and dissimilarities
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Empirical test of the Theory
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Tasks in the next session:
Students’ talks and presentations
Discussion in groups: how to learn
Cross-cultural management?
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Preview
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Chap1-7 Attitudinal Dimensions of
Culture
Work Value and Attitude Similarities
• Research has revealed many similarities in both work values and
attitudes
• Ronen and Kraut
– Smallest space analysis (SSA) - maps the relationship among
countries by showing the distance between each on various
cultural dimensions
– Can identify country clusters
• Ronen and Shenkar
– Examined variables in four categories
» Importance of work goals
» Need deficiency, fulfillment, and job satisfaction
» Managerial and organizational variables
» Work role and interpersonal orientation
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A Synthesis of Country Cultures
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GLOBE Project
• Multi-country study and evaluation of cultural
attributes and leadership behavior
• Are transformational characteristics of
leadership universally endorsed?
• 170 country co-investigators
• 65 different cultures
• 17,500 middle managers
800 organisations
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GLOBE Project
• What traits are universally viewed as impediments to leadership
effectiveness?
• Based on beliefs that
– Certain attributes that distinguish one culture from others can be
used to predict the most suitable, effective and acceptable
organizational and leader practices within that culture
– Societal culture has direct impact on organizational culture
– Leader acceptance stems from tying leader attributes and
behaviors to subordinate norms
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GLOBE Cultural Variable Results
Variable Highest Medium Lowest
Ranking Ranking Ranking
Assertiveness Spain, U.S. Egypt, Ireland Sweden, New
Zealand
Future orientation Denmark, Canada Slovenia, Egypt Russia, Argentina
Gender differentiation South Korea, Italy, Brazil Sweden Denmark
Egypt
Uncertainty avoidance Austria, Denmark Israel, U.S. Russia, Hungary
Power distance Russia, Spain England, France Demark, Netherlands
Collectivism/Societal Denmark, Hong Kong, U.S. Greece, Hungary
Singapore
In-group collectivism Egypt, China England, France Denmark,
Netherlands
Performance orientation U.S., Taiwan Sweden, Israel Russia, Argentina
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Trompenaars’ Cultural Dimensions
(cont.)
• Individualism vs. Communitarianism
– Individualism - people regard themselves as individuals
• Rely on individuals to make decisions
– Communitarianism - people regard themselves as part of a group
• Seek consultation and mutual consent before making decisions
• Neutral vs. Emotional
– Neutral - culture in which emotions are held in check
• People try not to show their feelings
– Emotional - culture in which emotions are expressed openly and
naturally
• People smile, talk loudly, greet each other with enthusiasm
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Trompenaars’ Cultural Dimensions
(cont.)
• Specific vs. Diffuse
– Specific - culture in which individuals have a large public space
they readily share with others and a small private space they guard
closely and share with only close friends and associates
• People often are open and extroverted
• Work and private life are separate
– Diffuse - culture in which both public and private space are similar
in size and individuals guard their public space carefully, because
entry into public space affords entry into private space as well
• People often appear indirect and introverted, and work and
private life often are closely linked
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Trompenaars’ Cultural
Dimensions (cont.)
• Achievement vs. Ascription
– Achievement - culture in which people are accorded status based
on how well they perform their functions
– Ascription - culture in which status is attributed based on who or
what a person is
• For example, status may be accorded on the basis of age,
gender, or social connections
• Time
– Sequential approach to time - people do one thing at a time, keep
appointments strictly, follow plans to the letter
– Synchronous approach - people do more than one thing at a time,
appointments are approximate
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Trompenaars’ Cultural Dimensions
(cont.)
• Environment
– Inner-directed
• People believe in controlling environmental outcomes
– Outer-directed
• People believe in allowing things to take their natural
course
• Cultural Patterns or Clusters
– Defined groups of countries that are similar to each other in
terms of the five dimensions and the orientations toward time
and the environment
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Trompenaars’ Cultural Groups
Anglo cluster
Relationship United States United Kingdom
Individualism x x
Communitarianism
Specific relationship x x
Diffuse relationship
Universalism x x
Particularism
Neutral relationship x
Emotional relationship x
Achievement x x
Ascription
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Trompenaars’ Cultural Groups
Asian cluster
Relationship Japan China Indonesia Hong Kong Singapore
Individualism
Communitarianism x x x x x
Specific relationship
Diffuse relationship x x x x x
Universalism
Particularism x x x x x
Neutral relationship x x x x
Emotional relationship x
Achievement
Ascription x x x x x
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Trompenaars’ Cultural Groups
Latin American cluster
Relationship Argentina Mexico Venezuela Brazil
Individualism x x x
Communitarianism
Specific relationship
Diffuse relationship x x x x
Universalism
Particularism x x x x
Neutral relationship x x x
Emotional relationship x
Achievement x x
Ascription x x
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Trompenaars’ Cultural Groups
Latin-European cluster
Relationship France Belgium Spain Italy
Individualism x
Communitarianism x x x
Specific relationship x x
Diffuse relationship x x
Universalism x x x
Particularism x
Neutral relationship x
Emotional relationship x x x
Achievement x
Ascription x x x
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Trompenaars’ Cultural Groups
Germanic cluster
Relationship Austria Germany Switzerland Czechoslovakia
Individualism x
Communitarianism x x x
Specific relationship x x x
Diffuse relationship x
Universalism x x x x
Particularism
Neutral relationship x x
Emotional relationship x x
Achievement x x x
Ascription x
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Culture Maps - Frameworks
Edward Geert Trompenaa Kluckhohn
T. Hall Hofstede rs &
Strodbeck
Culture Value Value Variations
Elements Patter Patterns in Value
ns universalism– Orientatio
particularism ns
collectivism– relation to
time power individualism nature
space risk affective–neutral orientation to
things relationships time
individualis specificity– belief about
friendship m diffuseness human
s achievement– nature
masculinity ascription mode of
agreemen long term time orientation human
ts orientation Internal–external activity
& & control relationships
interperson management & space
al theories - Int’l. business &
behavior practice practice Int’l. business53
Cross-Cultural Management practice