A Comparison of China and the United States using Hofstede’s Five Cultural Dimensions Kerbe Dorsey BUS600: Management Communications with Technology Tools (MOA1512A) Professor Stephen Griffith March 30, 2015 The global marketplace has become a very competitive and stress filled environment. The way a country deals with the many obstacle’s encountered on a daily basis may very well be the fine line that separates success
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Culture and Frameworks Years ago, dealing with another country for a product might have been unusual. In today’s world, businesses are becoming more global in enterprise so in order to be successful it’s important to understand how to “talk” to a business or employee from another country. There are different social and psychological frameworks that can be used to help an organization understand different cultures and to better communicate. Kluckhohn and Strodtbeck developed a sociological
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DEVELOPING AN INCENTIVE PLAN FOR SALES PERSONNEL FROM DIFFERENT CULTURES Expanded Background Selling is an integral part of international business. For consumer goods, customers usually meet with sales personnel in retail stores. For industrial goods, the sales personnel usually visit potential buyers in their offices. Sales personnel may be expatriates (home-country nationals who re-locate abroad) or host-country nationals. Firms usually prefer to hire hostcountry nationals, because they are
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societies and individuals in order to describe and conceptualize the notion of culture. Leung et al (2005) define culture as “the values, beliefs, norms, and behavioural patterns of a national group.” Czinkota argues that “culture is an integrated system of learned behaviour patterns that are distinguishing characteristics of the members of any given society” (2011). Nakata and Huang (2002, cited by Yaprak) define culture as “the complex whole which includes knowledge, belief, art, morals, law, customs
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accuracy nor the validity of this document. Culture by Christopher Low Everyone has his own definition of “Culture” – and when this word is used, generally, most audience has a rough idea of its meaning. However, when asked for a definition, many will keep mum or pretend to be in deep thought. Out of a number of definitions, offered by sociologists and experts on culture, we picked the one written by Geert Hofstede as an example. He defined Culture as “the collective programming of the mind of
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Edward T. Hall created the phrase high-context culture to describe a country/culture’s communication style. A high-context culture, like South Korea, is one where “there are many contextual elements that help people to understand the rules.” (Hall’s cultural factors). That being said, because of the “unwritten rules” or nonverbal communication it can be confusing for an individual to fully understand the communication. A low-context culture, like the U.S., is one where “very little is taken for
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Hofstede's Framework for Assessing Culture He has found five dimensions of culture in his study of national work related values: • Low vs. High Power Distance - the extent to which the less powerful members of institutions and organizations expect and accept that power is distributed unequally. Low power distance (e.g. Austria, Israel, Denmark, New Zealand) expect and accept power relations that are more consultative or democratic. People relate to one another more as equals regardless of formal
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Hofstede's Framework for Assessing Culture He has found five dimensions of culture in his study of national work related values: • Low vs. High Power Distance - the extent to which the less powerful members of institutions and organizations expect and accept that power is distributed unequally. Low power distance (e.g. Austria, Israel, Denmark, New Zealand) expect and accept power relations that are more consultative or democratic. People relate to one another more as equals regardless of formal
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business partners inheriting different national cultures. National culture can be defined as “historically evolved values, attitudes and meanings that are learned and shared by the members of a community and which influence their [...] way of life” (Tayeb, 2003, p.10). Hence, the crux for every international manager is to understand the differences in the ways employees, suppliers and clients think, feel and act in different business settings (Hofstede, 1997, p.4). International managers, being capable
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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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