...Hofstede’s Cultural Dimensions | China and the comparison to Germany | | | | Dennis Keidat | 01.04.2013 | | Gerard Hendrik Hofstede (born October 2, 1928 in Haarlem) is a Dutch expert in cultural studies [GHW]. Hofstede (1980) surveyed 88,000 IBM employees working in 66 countries and then ranked the countries on different cultural dimensions. His research resulted in four dimensions (power distance; individualism versus collectivism; uncertainty avoidance; and masculinity and femininity). In the beginning, China was not included in this study but later Bond and Hofstede looked at Chinese values. From this research they included a fifth cultural value dimension called: long-term versus short-term orientation [SKR]. Power Distance Index (PDI) The Power Distance index shows how less powerful individuals accept and expect an unequal distribution of power. High power distance means that power is unevenly distributed; low power distance means that power is more evenly distributed [TIP]. According to Geert Hofstede’s 5 dimensions China is located in the higher ranking at 80. That means that this society “believes that inequalities amongst people are acceptable” [GER]. The Power is centralised and the management is autocratic. The subordinate-superior relationship tends to be cleaved and “there is no defence against power abuse by superiors” [GER]. This means that “people are less willing to challenge authority which is likely due to old communism beliefs which still have...
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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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...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 to the communication behavior and the importance of social relationships the intercultural researcher Hall differenced between high and low- contex cultures. In a low- contex culture, messages are explicit and words carry the major portion of the information. As a contrast, in high- context cultures all communication channels are open, as well as the...
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...country has a different understanding of education. I will also concentrate on the influence of culture on education in China and in the United States (U.S.) with special emphasis on Hofstede’s Cultural Dimensions, because culture and history can lead the way in understanding the differences among student’s higher education. 1.2 Objectives The paper investigates the differences between the education in China and the U.S. against the background of dramatical differences in culture and history. First the country-specific Cultural Dimensions by Hofstede need to be elaborated to reveal a basic approach for the understanding of a nation’s culture. Based on Hofstede’s Cultural Dimensions and the history the effect on education and instructional strategies in China and the U.S. will be discussed. 1.3 Course of the Investigation To achieve the objectives the course of the investigation will be carried out in three steps. In the first step the conceptual background on the topic will be defined to provide a basis. Chapter 2 describes the theory and the five Dimensions of Hofstede’s Culture’s Consequences. In the second step the explanations focus on practical applications of the paper. First the elaboration of Hofstede’s Cultural Dimensions to the education (Chapter 3.1) and the impact of the historical roots on the development of higher education in China and the United States (Chapter 3.2) will be discussed. Following, the outstanding differences in education will be presented...
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...Hofstede’s Cultural Dimensions | China and the comparison to Germany | | | | Dennis Keidat | 01.04.2013 | | Gerard Hendrik Hofstede (born October 2, 1928 in Haarlem) is a Dutch expert in cultural studies [GHW]. Hofstede (1980) surveyed 88,000 IBM employees working in 66 countries and then ranked the countries on different cultural dimensions. His research resulted in four dimensions (power distance; individualism versus collectivism; uncertainty avoidance; and masculinity and femininity). In the beginning, China was not included in this study but later Bond and Hofstede looked at Chinese values. From this research they included a fifth cultural value dimension called: long-term versus short-term orientation [SKR]. Power Distance Index (PDI) The Power Distance index shows how less powerful individuals accept and expect an unequal distribution of power. High power distance means that power is unevenly distributed; low power distance means that power is more evenly distributed [TIP]. According to Geert Hofstede’s 5 dimensions China is located in the higher ranking at 80. That means that this society “believes that inequalities amongst people are acceptable†[GER]. The Power is centralised and the management is autocratic. The subordinate-superior relationship tends to be cleaved and “there is no defence against power abuse by superiors†[GER]. This means that “people are less willing to challenge authority which is likely due to old communism beliefs...
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...Despite the huge number of studies about cultural dimensions, I think that it does not still exist a “perfect theory” which can help us understanding better other cultures. Professors L. Nardon and R. M. Steers try to find a solution not creating another brand-new theory, but providing what they call the “core cultural dimension”. The aim of the two professors is to seek convergence across the already existing theories, trying to facilitate both research and cross-cultural comparisons. The “core cultural dimensions” are: • Hierarchy - Equality • Individualism - Collectivism • Mastery - Harmony • Monochronism - Polychronism • Universalism – Particularism In spite of the attempt of solving the so-called “culture theory jungle”, they are not still come to the perfect theory. In my opinion, in order to find the perfect theory, a professor does not have to seek all the convergences among already existing cultural dimensions and make a summary of them, but, rather, he has to choose the right ones paying attention to the others. My perfect theory is formed by five dimensions and it deals with the following topics: • Use of time • Display emotions • Communication • Reach the goal Personally, I do not take into consideration any of the four clusters which Hofstede calls “the dimensions of national culture”. Of course, they can be considered the ancestors of later models and they inspired a lot of theorists, but they are also too old (1967-1973), too general,...
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...ten years aspects of cross-cultural competence provoke theoretical and practical interest due to international relations development. Cross-cultural competence is not restricted by discussion of different questions and problems on the international level; it becomes a part of everyday people life including education sphere. Our team has received results of survey that is carried out among students of Germany, Uzbekistan and Albania. This survey about how culture affects the requirements for teaching offers. Respondents were offered to answer 26 questions according to education aspects and personal questions. In addition we had list of statistical data that should be collected about every country. For us it was necessary to compare found date and obtained results of existing survey and then to find correlation between it. We have considered three given countries: Germany, Uzbekistan and Albania. Germany, officially the Federal Republic of Germany, is a federal parliamentary republic in Europe. The country consists of 16 states while the capital and largest city is Berlin. Germany covers an area of 357,021square km with 81.8 million inhabitants, it is the most populous member state and the largest economy in the European Union. It is one of the major political powers of the European continent and a technological leader...
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... CT0203124 UCD ID: 14207863 Case 1. Question 1A) Figure 1.0 Hofstede’s Five Cultural Deminsions for Germany, UK, USA and Japan. (Data from Geert-hofstede.com,n.d) Figure 1.0 is a bar chart that presents the full data of all four cultures. (Germany, UK, USA, and Japan) Other than two dimensions (Individualism and uncertainty avoidance) that have been discussed in the case, the rest of the three dimensions will be discussed in following article. Masculinity Masculinity shows whether the society is driven by competition or quality of life (Geert-hofstede.com, n.d). According to figure 1.0, all four cultures are masculine culture. USA scored at the lowest of 62, followed by Germany and UK at the score of 66. The highest score in Masculinity is Japan, at 95. Although Japan has an extremely high score at Masculinity dimension, due to its collectivism, there are not much intense competitions between individuals. Power Distance Power distance is referring to how people within the society react to unequal power distribution. The higher the score is, the higher acceptability for unequal power distribution by the society will be. This time, UK and Germany again scored at the same mark of 35, and USA has a slightly higher score of 40. It shows that all three western countries have a low power distance culture, means that people from these culture...
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...Globalization Note Series Pankaj Ghemawat and Sebastian Reiche National Cultural Differences and 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...
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...Globalization Note Series Pankaj Ghemawat and Sebastian Reiche National Cultural Differences and 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...
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...Disclosures George Hooia* aGriffith University, Australia Abstract This paper investigates the influence of national culture on banking disclosures. Seventeen developed and developing countries with a representative sample of 37 listed domestic commercial banks were examined in 2004. Long-term orientation is found to be a non-significant cultural value with banking disclosures. The explanatory power for banking disclosures is found to be similar to the findings in Gray and Vint (1995) with a cross-section of industries. More importantly, this study recommends that long-term orientation should not be used as part of the cultural framework for disclosures due to bias data. Hence, Gray’s (1988) hypothesis on the secrecy / transparency dimension should be maintained with respect to the original four cultural values. JEL Classification: G21, M41, O57 Keywords: Culture, banking disclosures, transparency 1. Introduction The objective of this paper is to report on the empirical findings of the two research questions proposed by Hooi (2004) that may improve the Gray and Vint (1995) model of cultural influence on accounting disclosures. The first proposal was that extending the Gray and Vint study with the new inclusion of Hofstede and Bond’s (1988) cultural value of long-term orientation gives the opportunity to better understand the association between national culture and accounting disclosures. The second proposal was that by focusing on only one industry, specifically...
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...The purpose of this paper is to analyze Lincoln Electric’s overall strategy and business model and evaluate how generalizable is the company’s business model in other industries, specifically focusing on feasible strategies for one of the fastest developing country, India. | Contents Lincoln Electric’s Background 2 Recent Reporting 2 Main Features of the Lincoln Electric Business Model 2 Company Philosophy 2 Overall Strategy 3 Compensation, Leadership and Communication 3 How generalizable is Lincoln Business Model to other industries? 4 How generalizable is the Lincoln’s approach to India? 5 Employment System 5 Incentive System 6 Conclusion 6 Appendices 7 Exhibit 1: Hofstede's Dimensions Comparison - India & USA 7 Exhibit 2: India and U.S GDP Comparison 7 Bibliography 8 Lincoln Electric’s Background Lincoln Electric Company is the largest manufacturer of welding equipment in the world and has been in existence for over 100 years since 1895. The founder, John C. Lincoln started the business selling his own designed electric motors with the $200 he made from redesigning Herbert Henry Dow’s engine (Paul F. Buller, 2006). The company grew steadily, and in 1906 sales rise to $50,000 a year. John expanded his work force and in 1907, his brother, James F. Lincoln joined the company as a senior manager and introduced several innovative human resource policies and management practices (Siegel, 2008). According to the company’s official website...
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...The Influence of the Culture dimension ‘Power Distance’ on product choice: A Cross Cultural Exploration of Effects of Country of Origin on the Choice of Branded Products by Adriana Cordeiro Socha A Thesis presented to The University of Guelph In partial fulfillment of requirements for the degree of Master of Science in Marketing and Consumer Studies Guelph, Ontario, Canada © Adriana Cordeiro Socha, September, 2012 ABSTRACT THE INFLUENCE OF THE CULTURE DIMENSION ‘POWER DISTANCE’ ON PRODUCT CHOICE: A CROSS CULTURAL EXPLORATION OF EFFECTS OF CULTURAL TRAITS ON THE CHOICE OF BRANDED FOREIGN PRODUCTS Adriana Cordeiro Socha University of Guelph, 2012 Advisor Dr. Brent McKenzie Committee Dr. Vinay Kanetkar Dr. Sara Mann This thesis investigates how cultural traits, such as the cultural dimension of Power Distance, influence preference for foreign made branded products. Cultural background influences several aspects of human behaviour, including the behaviours of consumers. In marketing, individual cultural differences affect consumers’ choice as well as their response to advertising message and brand associations. One example, impact on consumer choice, is related to the country of origin (COO) of the product. The effect of COO has been extensively explored in the literature. However, cultural frameworks like those of Hofstede (2001) have seldom been considered as a factor explaining the variability of consumers’ preference (or avoidance) for products originating in different...
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...2 LEARNING OBJECTIVES After reading this chapter you should be able to •• describe the basic characteristics of culture and explain how cultural dimensions can be used in global HRM, •• describe how the institutions of society can shape HRM policies and procedures, •• discuss the possibility of the convergence of HRM across countries, •• explain how the heritage of state socialism continues to influence the context of HRM in transition economies, and •• discuss the effects of cultural and institutional context on the HRM role and on employee expectations. 23 24 ESSENTIALS OF INTERNATIONAL HUMAN RESOURCE MANAGEMENT Springtime in Paris As she savored the last bite of her croissant, Martha Pereaux, HR director for C3 Technologies, thought about how she would approach her latest “cross-cultural collision,” as she had come to think of them. In the year since she had moved to Paris from Houston, there had been many, but none quite as bizarre as this one. Martha had taken the big promotion to head up the HR division of the joint venture between Houston-based SuperChem and the French company. C3 developed technology for the oil industry, primarily new types of concrete that formed the barrier wall for offshore oil and gas wells. The joint venture was meant to take on the likes of the giant Schlumberger on its own turf and compete with them for valuable technical staff. Everyone said she was the perfect choice, having grown up in a bilingual family in Canada...
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...of intercultural differences in China from a Swedish B2B perspective Authors: Nathalie Svedberg Tim Svensson Subject: Bachelor thesis Business administration Supervisor: Examiner: Level: Richard Owusu Soniya Billore Bachelor degree 27th May, 2014 1 Course code: 2FE50E Date: Svedberg & Svensson (2014); Eat the food, drink the booze and settle the deal! Abstract Background: China is today regarded as Sweden’s most important business partner in Asia. Even if there are cultural differences between Sweden and China the intercultural distance has successively decreased. One of the reasons is the globalisation. Another reason is the consecutive development of Swedish-Chinese relations. The interpretation from common understanding has increased the level of trade between the nations. There is an on-going development of business co-operation between Sweden and China. The Purpose: This Bachelor Thesis will examine the differences between the SwedishChinese business culture and how the cultural differences affect the Swedish B2B in China. The purpose is formulated by the basis of our main research questions; “How do Swedish B2B companies perceive the cultural differences between the Swedish and Chinese way of doing business?“ and “how do Swedish companies operating in China deal with business cultural diversity in China?” Theoretical Framework: The basis of our Bachelor Thesis examines the theories within cultural dimension. The theoretical framework is based...
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