1007/s10551-006-9252-9 Ó Springer 2007 Cultural Values and International Differences Bert Scholtens Lammertjan Dam in Business Ethics ABSTRACT. We analyze ethical policies of firms in industrialized countries and try to find out whether culture is a factor that plays a significant role in explaining country differences. We look into the firm’s human rights policy, its governance of bribery and corruption, and the comprehensiveness, implementation and communication of its codes of ethics
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Framework, China has almost similar cultural dimension compared with Malaysia. Malaysia is a collectivism society whose give priority to the goals of the group than personal goals. Besides that, there is high power distance between society members. Cultures that are relatively collectivistic generally have higher power distance. Both Malaysia and China has weak uncertainty avoidance. Collectivistic felt that uncertainty is a normal feature of life and each day is accepted as it comes. CFC will expand
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determine the convergence, divergence and cross-vergence of culture in IHRM, by looking at recruitment and selection in Nigeria as well as the Pension Scheme. It will also focus on the political, economic, social, technical and legal environment a number of factors that influence human resource policies and practice in Nigeria. International human resource management(IHRM) is the term used to refer to the instance where an organisation`s HRM entails managing employees in more than one nation .(Ngo
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undergo cross-cultural examination to assess their validity and cultural relevance. Researchers using Indian workplace samples are needed to evaluate the predictive validity of tests of EI in the Indian context. Key Words: Emotional Intelligence; Culture; India; Reliability In an era of shifting paradigms, one of the world’s fastest growing emerging economies, such as India, should be
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institution or constraints as he called them. The formal constraints consisted of political rules, judicial decisions and economic contracts, whereas informal constraints consisted of socially sanctioned norms of behaviour, which are embedded in culture and value systems. As formal constraints are straight forward to deal with the informal ones are much more vaguely defined and thus more difficult to grasp analytical. This imprecise perception of informal constraints is surprising as they basically
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relative emphasis of each of the factors that may influence consumer purchase behaviour of global brands. Findings – The findings of this study show that there is a strong relationship and a clear link between religiosity in Arabic/Islamic collectivist cultures and consumer behaviour (mainly boycotting). It also shows that consumers in such societies are collectively influenced by these factors when formulating their purchase decisions, particularly for international brands. Research limitations/implications
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’PROJECT MANAGEMENT CULTURE’ FRAMEWORK (PART 1) YVONNE DU PLESSIS CRYSTAL HOOLE yvonne.duplessis@up.ac.za Department of Human Resources Management University of Pretoria ABSTRACT The aim of this research is to develop an operational ‘project management culture’ framework, which can be used by project managers and organisations to support project work. One of the main causes of project failure is attributed to a non-supportive project management culture in organisations. A triangulation method
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world is diversity. Across different continents, countries, cultures, homes and individuals lay differences in terms of thinking and behaviour. The modern age has allowed an intermingling of these cultures to take place with great ease. This affects not only the individuals but also the organisations they work in. Organisations employ a range of people that are diverse in different respects and this diversity can determine whether an organisation succeeds or not. One way in which people vary greatly is
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The House of Gucci or simply known as Gucci is the biggest selling Italian fashion leather and luxury brand, it has been in existence since 1921, and regularly charts on Interbrand “Top Global 100 brands”. The Gucci Brand operates in the following areas – Africa and the Middle East (11 countries), Asia (14 countries), Australia (2 countries), Central America and the Caribbean (3 countries), Europe (22 countries), North America (3 countries) and South America (1 country). This represents a total of
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International Business Strategy Name: Institutional affiliation: Date: International Business Strategy Introduction There has been growing concern for the economic interdependence of nations on a global scale. As a result, companies have stepped up the cross-border business transactions in the recent past. Widespread sharing of technology, global economic shifts, and international governance among others, have been the enabling factors. Visionary business leadership
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