Marie-Joëlle Browaeys & Roger Price Part One CULTURE AND MANAGEMENT Concept 1.1 Facets of culture Introduction to Part One Setting the scene This introductory chapter will give an outline of the research in the field of culture and management, which in turn serves as a framework for Part One. The concept of culture Many experts in their fields have wracked their brains to come up with what they consider to be their concept of ‘culture’. Those working in the field of cultural anthropology
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Culture defined. Culture is defined as the shared patterns of behavior, thoughts, interactions, languages, beliefs and symbols that identify and distinguish members of a society. All these patterns are learned through socializing with each other. Culture is a way of life of people that is passed from one generation to another. Useem (1963) simply defines culture as learned and shared behaviors of a community of interacting human beings. One person can belong to different cultures at a time depending
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Cultural Analysis According to Fons Trompenaars ........................................................43 Other Frameworks for Cultural Analysis ......................63 Cross-Cultural Management in Action ..................... 77 National Culture Versus Corporate Culture .................79 Cross-Cultural Communication ...................................93 Ming Li and Veronica Velo Cross-Cultural Negotiations .......................................111 Cross-Cultural Conflict and Conflict Resolution .
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Summary Managing People in a Global Context Book: Managing across cultures by Schneider & Barsoux, second edition Chapter 1: The undertow of culture Converging cultures? Before the impact of culture can be assessed, two convergence myths have to be challenged: 1. The world is getting smaller… • On the surface, we appear to be converging: television, books, movies, internet, eating habits etc. • However, it seems that the pressure for convergence or integration may in fact create an equal, if
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International Journal of Business and Management; Vol. 7, No. 16; 2012 ISSN 1833-3850 E-ISSN 1833-8119 Published by Canadian Center of Science and Education Cross-Cultural Etiquette and Communication in Global Business: Toward a Strategic Framework for Managing Corporate Expansion Ephraim Okoro1 1 School of Business, Howard University, Washington, USA Correspondence: Ephraim A. Okoro, Department of Marketing, School of Business, Howard University, 2600–Sixth Street, NW, Washington, D.C
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4 SOCIAL AND CULTURAL ENVIRONMENTS SUMMARY Culture, a society’s “programming of the mind,” has both a pervasive and changing influence on each national market environment. Global marketers must recognize the influence of culture and be prepared to either respond to it or change it. Human behavior is a function of a person’s own unique personality and that person’s interaction with the collective forces of the particular society and culture in which he or she has lived. In particular, attitudes
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competence to the curriculum of a learning organization. Truly global organizations have moved beyond “think globally, act locally.” They have acquired the ability to continually learn from the global environment and to support the virtual third cultures necessary for effective multicultural communication. One of the things we have
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inevitable, therefore potential and existing couples are more likely than not to encounter intercultural differences and intercultural shocks such as divorce (Tallman & Hsiao, 2004) Globalization wise intercultural marriages are vital. They create a new wave of culture called the third culture (Casmir, 1993). Intimacy between persons of diverse cultures is becoming a common phenomenon lately, and has led to an upsurge in intercultural marriages, (Waldman & Rubalcava, 2005; Frame,
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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
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the film that represent each of the dimensions. Individualism and Collectivism Individualistic cultures “offer their members a great deal of freedom, the belief being that this freedom makes it possible for each person to achieve personal success” . Members tend to “put their own interests and those of their immediate family ahead of social concerns” In contrast, members of collectivist cultures “have tight social frameworks in which members of a group . . . feel primary loyalty toward one another
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