Assignment 1: Global Business Today – The Hofstede Study Professor David Holness MKT505011VA016-1146-001 International Marketing 7-23-2013 As companies compete for the consumers’ loyalty and purchasing power, much research must go into determining if a product will succeed or fail in its given target market area. Azure Tea Company has experienced continuous growth in their respective market region, and because the focus of the brand will cater to almost any age group, it is just a matter
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Modeling Culture in Trade: Uncertainty Avoidance* Gert Jan Hofstede Wageningen University gertjan.hofstede@wur.nl Catholijn M. Jonker Delft University of Technology c.m.jonker@tudelft.nl Tim Verwaart LEI Wageningen UR tim.verwaart@wur.nl Keywords: trade, culture, agents, uncertainty avoidance, negotiation Abstract A model is presented of the way that our cultural attitude towards the unknown influences the decisions we make in trade. Uncertainty avoidance is one of Hofstede’s five cultural dimensions
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Class Professor *** Name Date Overview The French sociologist Pierre Bourdieu first proposed the concept of cultural capital. Since the 1980s, social capital has become a popular concept in many disciplines concerned and analysis of important starting point. Hofstede (1980) published a study in the field of cultural significance of the research results. In 1980s, scholars did a large number of cross-cultural consumer behavior based Hofstede’s cultural construct. After the 1990s, globalization
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------------------------------------------------- Final Grade International College of Business & Technology Ltd. STUDENT NAME: _________________M.D.U.Guruge__________________________________ BTEC REGISTRATION NO:____________________________________________________ PROGRAMME: Edexcel BTEC Level 7 Professional Diploma in Strategic Management and Leadership UNIT NO/TITLE:
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ISSN 1392-2785 ENGINEERING ECONOMICS. 2009. No 1 (61) COMMERCE OF ENGINEERING DECISIONS Organizational Culture Types as Predictors of Corporate Social Responsibility* Ülle Übius, Ruth Alas Estonian Business School, Estonia, Tallinn 10114, Lauteri 3 The purpose of this paper is to investigate connections between corporate social responsibility and organizational culture types. The survey was conducted in Estonian, Chinese, Japanese, Russian, Czech, Finnish, German and Slovakian electric-electronic
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African Journal of Business Management Vol.6 (22), pp. 6456-6464, 6 June, 2012 Available online at http://www.academicjournals.org/AJBM DOI: 10.5897/AJBM11.2673 ISSN 1993-8233 ©2012 Academic Journals Review Key issues in cross-cultural business communication: Anthropological approaches to international business Tian Guang* and Dan Trotter Shantou University, Shantou City, Guangdong Province, Southern China. Accepted 8 March, 2012 Cultural factors have long been known to influence the
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have been made in the past for the desired target country, but without having consistent information regarding the potential customers and without a specialized agent with knowledge in the business domain, the company's approach was unproductive. Germany is characterized by having a high degree of uncertainty avoidance which makes it challenging for the
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BenQ-Siemens. Subsequently the acquisition proved to be a strategic mistake, as the two companies could not successfully integrate. This article tracks BenQ’s acquisition of Siemens, from the perspective of BenQ, through a qualitative case study. The analysis focuses mainly on culture and communication issues in what became an unsuccessful acquisition. The results indicate that the German Siemens and Taiwanese BenQ are different in important ways, from national culture to organizational culture. BenQ’s
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The latest Coca cola’s super bowl commercial stirred up resentment among various sections of people. The conservatives were outraged by the fact that the song “America is Beautiful” was sung in eight different languages and inclusion of gay couple in the ad. However there were others who supported the idea and inundated social media with note of support for the company and few others who probably didn’t get involved. This is a reflection of today’s modern and segmented society. Globalization and
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1980 and June 2002 to consolidate what is empirically verifiable about Hofstede’s cultural values framework. We discuss limitations in the Hofstede-inspired research and make recommendations for researchers who use Hofstede’s framework in the future. Journal of International Business Studies (2006) 37, 285–320. doi:10.1057/palgrave.jibs.8400202 Keywords: Hofstede; cultural values; cross-cultural management Correspondence: Bradley L Kirkman, Department of Management, Mays Business School, Texas A&M
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