...EMPL 3270: NEGOTIATION – THEORY & PRACTICE RESEARCH ESSAY Q2: According to Fells (2012, p.207) “As a negotiation unfolds, it is easy to attribute any behaviour, particularly behaviour that is different to your own, to culture and so ignore the many similarities”. Consider this statement with reference to contemporary research on cross-cultural negotiation and use examples to illustrate your analysis Introduction: Former President and charismatic leader of the United States John F. Kennedy once stated that, “We cannot negotiate with people who say what's mine is mine and what's yours is negotiable” (Kennedy, 1961). This timeless quotation epitomizes and typifies in essence what can commonly be regarded as cooperative negotiation. Formally, the term negotiation is commonly defined as two or more parties or groups deliberating amongst each other endeavoring to achieve a decisive result, which is mutually beneficial for both entities. When considering the process of negotiation across contrasting geographic locations or countries, negotiators have to understand the repercussions which heterogeneous cultures have in the final outcome of a potential deliberation. Culture is defined as the ‘unwritten rules of society’ (Hofstede et al, 2010) and most typically refers to those characteristics or values, which are unconsciously embedded in a large group of citizens through the ongoing processes of tradition and various forms of education. Understanding the pertinence of cultural...
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...Journal of Business Research 60 (2007) 277 – 284 Hofstede's dimensions of culture in international marketing studies Ana Maria Soares a,⁎, Minoo Farhangmehr a,1 , Aviv Shoham b,2 a School of Economics and Management, University of Minho, 4710-057, Braga, Portugal b Graduate School of Management, University of Haifa, Haifa, 31905, Israel Received 1 March 2006; received in revised form 1 August 2006; accepted 1 October 2006 Abstract Growth of research addressing the relationship between culture and consumption is exponential [Ogden D., Ogden J. and Schau HJ. Exploring the impact of culture and acculturation on consumer purchase decisions: toward a microcultural perspective. Academy Marketing Science Review 2004;3.]. However culture is an elusive concept posing considerable difficulties for cross-cultural research [Clark T. International Marketing and national character: A review and proposal for an integrative theory. Journal of Marketing 1990; Oct.: 66–79.; Dawar N., Parker P. and Price L. A cross-cultural study of interpersonal information exchange. Journal of International Business Studies 1996; 27(3): 497–516.; Manrai L. and Manrai A. Current issues in the cross-cultural and cross-national consumer research. Journal of International Consumer Marketing 1996; 8 (3/4): 9–22.; McCort D. and Malhotra NK. Culture and consumer behavior: Toward an understanding of cross-cultural consumer behavior in International Marketing. Journal of International Consumer Marketing...
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...Scientific criticism to Geert Hofstede’s research Cross-cultural issues in European Human Resource Management Contents Abstract 2 Introduction 2 Hofstede’s findings 2 Hofstede’s Framework of Cultures 3 Power Distance (PD) 3 Individualism - Collectivism (IC) 3 Masculinity - Femininity (MF) 4 Uncertainty Avoidance (UA) 4 Long/short term orientation (LTO) 5 Some aspects of Hofstede’s model having provoked scientific criticism 5 Methodological issues 6 Cultural Homogeneity 7 National Divisions 7 Number and bipolarity of dimensions 7 Out-dated concept 8 Political Influences 9 Conclusion 9 References 10 Abstract The high level of multiculturalism in the field of business indicates to raise awareness about cultural understanding. Researches in that line major refer to Greert Hofstede, who analyzes dynamics of cross-cultural groups and organizations. Undoubtedly, his model is as widely cited as criticized, because it is well-known pioneering research of national culture differences and their consequences. In this short paper, I am going to examine Hofstede’s findings and the reason why his work faces criticism. Introduction Culture in business has been of utmost interest for the last two decades, and with increasing national diversity in nowadays business environment, culture itself is regarded as an important dimension. The beginning of a pilot study in that sphere refers to the Dutch social psychologist Greert Hofstede and his...
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...Journal of Business Research 60 (2007) 277 – 284 Hofstede's dimensions of culture in international marketing studies Ana Maria Soares a,⁎, Minoo Farhangmehr a,1 , Aviv Shoham b,2 a School of Economics and Management, University of Minho, 4710-057, Braga, Portugal b Graduate School of Management, University of Haifa, Haifa, 31905, Israel Received 1 March 2006; received in revised form 1 August 2006; accepted 1 October 2006 Abstract Growth of research addressing the relationship between culture and consumption is exponential [Ogden D., Ogden J. and Schau HJ. Exploring the impact of culture and acculturation on consumer purchase decisions: toward a microcultural perspective. Academy Marketing Science Review 2004;3.]. However culture is an elusive concept posing considerable difficulties for cross-cultural research [Clark T. International Marketing and national character: A review and proposal for an integrative theory. Journal of Marketing 1990; Oct.: 66–79.; Dawar N., Parker P. and Price L. A cross-cultural study of interpersonal information exchange. Journal of International Business Studies 1996; 27(3): 497–516.; Manrai L. and Manrai A. Current issues in the cross-cultural and cross-national consumer research. Journal of International Consumer Marketing 1996; 8 (3/4): 9–22.; McCort D. and Malhotra NK. Culture and consumer behavior: Toward an understanding of cross-cultural consumer behavior in International Marketing. Journal of International Consumer Marketing 1993;...
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...Multinational Business The eminent Dutch psychologist, management researcher, and culture expert Geert Hofstede, early in his career, interviewed unsuccessfully for an engineering job with an American company. Later, he wrote of typical cross-cultural misunderstandings that crop up when American managers interview Dutch recruits and vice versa: “American applicants, to Dutch eyes, oversell themselves. Their CVs are worded in superlatives…during the interview they try to behave assertively, promising things they are very unlikely to realize…Dutch applicants in American eyes undersell themselves. They write modest and usually short CVs, counting on the interviewer to find out by asking how good they really are…they are very careful not to be seen as braggarts and not to make promises they are not absolutely sure they can fulfill. American interviewers know how to interpret American CVs and interviews and they tend to discount the information provided. Dutch interviewers, accustomed to Dutch applicants, tend to upgrade the information. To an uninitiated American interviewer an uninitiated Dutch applicant comes across as a sucker. To an uninitiated Dutch interviewer an uninitiated American applicant comes across as a braggart.”1 Cultural differences, while difficult to observe and measure, are obviously very important. Failure to appreciate and account for them can lead to embarrassing blunders, strain relationships, and drag down business performance. And the effects of culture persist...
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...Multinational Business The eminent Dutch psychologist, management researcher, and culture expert Geert Hofstede, early in his career, interviewed unsuccessfully for an engineering job with an American company. Later, he wrote of typical cross-cultural misunderstandings that crop up when American managers interview Dutch recruits and vice versa: “American applicants, to Dutch eyes, oversell themselves. Their CVs are worded in superlatives…during the interview they try to behave assertively, promising things they are very unlikely to realize…Dutch applicants in American eyes undersell themselves. They write modest and usually short CVs, counting on the interviewer to find out by asking how good they really are…they are very careful not to be seen as braggarts and not to make promises they are not absolutely sure they can fulfill. American interviewers know how to interpret American CVs and interviews and they tend to discount the information provided. Dutch interviewers, accustomed to Dutch applicants, tend to upgrade the information. To an uninitiated American interviewer an uninitiated Dutch applicant comes across as a sucker. To an uninitiated Dutch interviewer an uninitiated American applicant comes across as a braggart.”1 Cultural differences, while difficult to observe and measure, are obviously very important. Failure to appreciate and account for them can lead to embarrassing blunders, strain relationships, and drag down business performance. And the effects of culture persist...
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...from different countries (Chen, 1999). This process has effects on the environment, culture, political systems, and economic development around the world (Deresky, 2008). Due to globalization, the international dimension of management has become a major challenge to countries, institutions and people. International management is becoming more important within the academic setting. International management is a process of developing strategies, designing and operating systems, and working with people around the world to ensure sustained competitive advantage (Sepehri, 2010, as cited in Lecture notes 1). This essay identifies the challenges of operating in different national cultures for international managers by using Hofstede’s theory. In addition, the essay explains international skills and knowledges required by managers to be successful in different countries. Cultural Value Dimensions Culture in a global economy is one of the most important factors in global economy. In international management research, Hofstede defined culture as "…the collective programming of the mind which distinguishes the members of one group or category of people from those of another" (Hofstede, 1991, as cited in Jones, 2007). Within the context of international management, culture involves different dimensions. Four major dimensions provide frameworks for identifying international differences in culture (Jones, 2007). First, GLOBE (Global Leadership and Organizational Behavior Effective)...
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...| | |[pic] | |United Business Institutes | |Full Name | | |Student ID | | |Program |BBM | |Module Code |MGT 402 | |Module Name |International Business Management | | | | |Submission Date | | |Total Pages (Including Cover Page) |19 | | | | |Face-to-Face...
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...Culture Impact on German Negotiation Style Chen Shuqi SEIB Abstract As the increasing frequency of international trades, international negotiation skills draw a lot of attention. Regarded as a major barrier for cross-cultural communication, understanding culture difference is of signification . This essay will firstly introduce the study history and relevant definitions of international negotiation and how culture factors impact on negotiation style. Considering the gradual closed trade relationship between Germany and China and the commonly acknowledged differences of national cultures between them, this essay would firstly analyzes images of Germans for the general Chinese in a book, Die Langnasen . Further, it clarifies German negotiation style basing on analysis from Hofstede's cultural dimensions theory. We find out that some of German business behaviors from the theory don’t fit with our general impression as the book concludes. After discussion about the deficiency of the theory or possible stereotype of the book, we try to present a modification of the prevalent impression about German negotiation style, and give some suggestion about how to carry out a better international business negotiation with Germans. It may be possible to provide us a better understanding in successful negotiation process with Germans. Key words: International negotiation, German culture, German negotiation style 德国文化对其谈判风格的影响 陈舒祺 国际商务英语学院 2011级国际商务管理 摘 要: 随着跨国贸易的频率迅速增长,国际商务谈判技巧尤为重要。...
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...Hofstede’s Five Dimension comparison of Germany and China Hofstede’s Five Dimensions Hofstede’s five dimensions are a useful tool to give someone an insight of different cultures. These elements give a country’s behaviour tendencies rather than an exact prescription. There are weaknesses to Hofstede’s Five Dimension theory as it may too easily encourage stereotyping. Even in countries as small as the UK, not all citizens are alike – e.g. it is argued that the culture in the North of England is quite different to the South. Hofstede has also been criticized for being too simplistic; however Hofstede’s theory does give us a general base to work from. 74 countries are listed on Hofstede’s website from which information can be drawn to make comparisons not only between countries but against the world average to give a broader picture. The following graph gives a comparison between Germany and China. It also allows for assessment against the Asian average and World average and our own British culture as benchmarks. Hofstede Comparison: UK, Germany, China Asian Average and World Average [pic] Comparison of Germany and China [pic] Power Distance Index Germany 35 LOW China 80 HIGH Individualism Germany 67 HIGH China 66 LOW Masculinity Germany 66 HIGH China 66 HIGH Uncertainty Avoidance Germany 65 HIGH China 30 LOW Long Term Orientation Germany 31LOW China 118 HIGH Power Distance Index – PDI Power Distance measures equality...
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...Hofstede’s Six Dimensions and Leadership Erin Bonich ORG300 – Applying Leadership Principals Colorado State University – Global Campus Dr. Laurie Barnes November 1, 2015 Hofstede’s Six Dimensions and Leadership The purpose of this paper is to discuss the characteristics of the Six Dimensions of Culture as they have been defined by Professor Geert Hofstede and the combination of dimensions that shape a great leader. The following discussion relates Hofstede’s Six Dimensions to common leadership styles by evaluating the impact of cultural values on organizational standards and practices. Hofstede’s Six Cultural Dimensions In Relation To Leadership Hofstede’s six cultural dimensions consider the differences in values that govern the actions of a culture. Hofstede defines culture as “the collective programming of the mind distinguishing the members of one group or category of people from others”. As businesses and organizations continue to globalize, the need for cultural tolerance and cooperation is increasingly relevant. The six dimensions provide a scale for determining the weight a particular value holds in a society which allows for leaders to compare cultures and better align their organizations practices to coincide with that of another organization. Power Distance Index (PDI) Power distance encompasses the measure of society’s acceptance for collective hierarchy and power arrangements. PDI evaluates the amount of difference...
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...Sociological Theory, 28 (2), 150-166. Duerr, E.C., & Duerr, M.S., (2011) Japanese and western management approaches: is convergence occurring?, Interntaional Business & Economics Research Journal, 2 (4), 63-73. Flache, A., & Macy, M.W. (2011) Local convergence and global diversity: from interpersonal to social influence, Journal of Conflict Resolution, 55 (970), 970- 995. Gentry, W.A,. & Sparks, T.E. (2012) A Convergence/divergence perspective of leadership competencies mangers believe are most important for success in organizations: A cross-cultural multilevel analysis of 40 countries, Journal of Business and Psychology, 27 (1), 15-30. Gupta, S.F (2012) Integrating national culture measures in the context of business decision making- an initial measurement development test of a mid level model, Cross Cultural Management: An International Journal, 19 (4), 455- 505. Gupta, V., & Wang, J. (2011) Globalization and convergence-divergence debate: strategic perspectives for emerging markets, Journal of Business and Economic Research, 1 (2), 69-76. Huang, C., Mujtaba, B.D., Cavico, F.J., & Sims, R.L. (2006) Ethics and executives: a cross-cultural comparison of Japan, Taiwan, and the United States, International Business & Economic Research Journal, 5 (7), 9-22. Hofstede, G., (1983) Cultural dimensions for project management, International Journal of Project Management...
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...time and do the homework to understand the culture of the countries they want to do business in. This paper discusses some detail Hofstede’s theory of cultural dimensions and how understanding the dimensions and as they relate to a specific culture can assist in determining a strategy for designing HRM policies to fit a particular countries culture. Although this paper will focus on India, you will be able to get a good idea of how the theory can be applied to any country with proper research of that countries culture. What is the definition of culture? It sounds like a very simple question, if you search the Internet, read books, talk to different people you will get different responses. However, if you pay close attention the answer is basically the same. To simplify things for the purpose of this paper I will use Merriam Webster Dictionary definition of culture: culture is the beliefs, customs, arts, etc., of a particular society, group, place, or time a particular society that has its own beliefs, ways of life, art, etc. a way of thinking, behaving, or working that exists in a place or organization (such as a business). From an HR/operations perspective understanding cultural differences is key to success in a global organization. This paper will focus on the Indian culture and the differences in US culture and the impacts on some HRM policies and approaches. Indian Culture and Business To fully understand the Indian culture would take some time. For the purpose of...
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...Dimensions3.1 Introduction3.2 Analysis of cultural dimensions and Country Comparisons 3.2.1 Power Distance 3.2.2 Uncertainty Avoidance 3.2.3 Long term orientation 3.2.4 Indulgence 3.2.5 Individualism 3.2.6 Masculinity 3.3 Limitations of Hofstede’s Dimensions | pp.12-17 | Chapter IV – Gamification4.1 Introduction4.2 Defining and Explaining gamification4.3 Gamification’s effects on business4.4 Examples of gamification4.5 Criticism – The dark side of gamification | pp.18-20 | Chapter V – Corporate Social Responsibility5.1 Introduction5.2 Defining and explaining CSR 5.3 The Foxconn and Apple scandal5.4 Recommendations and Actions | pp.21-22 | Chapter VI – Recommendations to Management | pp.23-24 | Chapter VII – Conclusions | pp.25 | References | pp.26-27 | Executive Summary Executive Summary This report provides an analysis and evaluation of the issues an EU company might face during its operations in a third country (non-EU member state), through a review of the current literature on cross-cultural offshoring management, Hofstede’s cultural dimensions and gamification. The methods of analysis used, include a comparative analysis between UK’s culture and Indian culture. The results of the research illustrate that considerable...
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...international business- to- business marketing channels Does culture matter? This article deals with the question if and how cultural variations influence channel communication . Finding show that there is a relationship between culture and channel communications in international channels. The autor , Bert Rosenbloom, described Hall’s (1976) proposed high-contex versus low- contex dichotomy to explain the different cultural orientations. It is a simple two category basis for grouping the cultures of many different countries to help understand the hidden codes in communication, stemming from „cultural distance“. The expressions "high context" and "low context" are labels which shows the cultural differences between societies. High-context and low-context communication refers to how much speakers rely on things other than words to convey meaning. First, Hofstede's cultural model and the model approaches Hall presented, where the main cultural differences are described. The cultural model of Hofstede with its five dimensions and the corresponding index values provides information about cultural differences and their possible impact in intercultural cooperation. The five dimensions in Hofstede's cultural model, "power distance", "collectivism versus individualism," "femininity versus masculinity," "uncertainty avoidance" and "long-term versus short-term orientation". Together, the five dimensions of a cultural model in which differences can be measured between cultures. With regard...
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