international business session 3. culture the way in which a group of people solves problems and...
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INTERNATIONAL BUSINESS
Session 3
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Culture
The way in which a group of people solves problems and reconciles dilemmas.
A code of attitudes, norms and values,
our way of thinking.
Determines how we see ourselves and how we see the world.
Is not right or wrong; it is not inherited, but learned.
Language
Communication
Religion
Values/ Attitudes/ Beliefs
Social Structure
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Artifacts and Products
Norms and Values
Basic Assumptions
explicit
implicit
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Cross-Cultural Proficiency is Paramount in Managerial Tasks
Developing products and services Communicating and interacting with
foreign business partners Screening and selecting foreign
distributors and other partners Negotiating and structuring international
business ventures Interacting with current and potential
customers from abroad Preparing for overseas trade fairs and
exhibitions Preparing advertising and promotional
materials
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What are your top 10 values?
Age/seniority Authority Belongingness Collectiveness Competition Compromise Cooperation Devotion Directness Efficiency Equality Independence Family harmony Family security
Freedom Go-between Group consensus Group harmony Independence Indirectness Individualism Hospitality Openness Parental guidance Patience Quality Self-reliance Time
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United States Japan Arab Countries
Priorities of Cultural ValuesTable 4-1Priorities of Cultural Values: United States, Japan, and Arab Countries
1. Freedom2. Independence3. Self-reliance4. Equality5. Individualism6. Competition7. Efficiency8. Time9. Directness10.Openness
1. Belonging2. Group harmony3. Collectiveness4. Age/seniority5. Group
consensus6. Cooperation7. Quality8. Patience9. Indirectness10.Go-between
1. Family security2. Family
harmony3. Parental
guidance4. Age5. Authority6. Compromise7. Devotion8. Patience9. Indirectness10.Hospitality
Note: “1” represents the most important cultural value, “10” the least.
Adapted from Table 4-1: Priorities of Cultural Values: United States, Japan, and Arab Countries
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Mini-Quiz on Culture
1. At what time should you arrive for a 10:00 meeting: in USA? China? Spain?
2. If given a gift, should you open it: in Saudi Arabia? China?
3. Should you give bad news in the morning: in USA? Korea?
4. Is it a bad sign if you didn’t really speak about business in your first meeting: in UK? Japan?
5. Should you send a young executive to a meeting: in USA? Japan?
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How to Categorize and Understand Cultures
Key Researchers:
Hofstede, Geert Hall, Edward Trumpenaars, Fons
Develop Frameworks for Understanding Cultures
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Which definition do you agree with more?
A company is….
1. a system designed to perform functions and tasks in an efficient way. People are hired to perform these functions with the help of machines and other equipment. They are paid for the tasks they perform.
2. a group of people working together. They have social relations with other people and with the organization. The functioning is dependent on these relations.
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A company is…..
… a system
… a group
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Mini-Case
Six months after the ABC mining company had signed a long-term contract with a foreign buyer to buy bauxite in 20 annual installments, the world price of bauxite collapsed. Instead of paying $4 a ton below world market prices, the buyer now faced paying $3 above.
The buyer faxed ABC to say it wished to renegotiate. The final words of the fax stated: “You cannot expect us as your new partner to carry alone the now ruinous expense of these contract terms.”
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Options
A contract is a contract. We had a deal. We won. A contract symbolizes the underlying relationship.
Where circumstances transform the mutual spirit, the terms must be renegotiated to preserve the relationship.
A contract symbolizes the underlying relationship. But such rigid terms are too brittle for turbulent environments. We need to be flexible.
A contract is a contract. Had the price risen we wouldn’t have complained. We would, however, consider a second contract who’s terms would help offset their losses.
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Hofstede’s Five Dimensions
Social Orientation Power Orientation Uncertainty Orientation Goal Orientation Time Orientation
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Social Orientation
Individualism Collectivism
Relative importance of theinterests of the individual versus
interests of the group
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Power Orientation
Power Respect Power Tolerance
Appropriateness of power/authority within
organizations
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Uncertainty Orientation
Uncertainty Acceptance Uncertainty Avoidance
An emotional responseto uncertainty and change
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Goal Orientation
Aggressive Goal Behavior Passive Goal Behavior(masculine) (feminine)
What motivates peopleto achieve different goals
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Time Orientation
Long-term Outlook Short-term Outlook
The extent to whichmembers of a culture
adopt a long-term or a short-termoutlook on work and life
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Other Cultural Orientations
Inner-directed vs. Outer-directed High context vs. Low context Neutral vs. Emotional Achievement vs. Ascription
Achievement culture: people are accorded status based on how well they perform their jobs
Ascription culture: status is attributed based on who or what the person is
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Synthesis of Country Clusters
Adapted from Figure 4–8: A Synthesis of Country Clusters
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Power Distance Index
0102030405060708090
100
Czec
h Re
publ
icBu
lgar
iaG
erm
any
Russ
ia
Italy
Spai
nFr
ance
Switz
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Finl
and
Uni
ted
King
dom
Uni
ted
Stat
esAu
stra
liaJa
pan
Chin
a In
dia
Arab
Wor
ldTu
rkey
Wes
t Afr
ica
Mex
ico
Braz
il
PDI
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Individualism
0102030405060708090
100
Czec
h Re
publ
ic
Bulg
aria
Ger
man
yRu
ssia
Ita
lySp
ain
Fran
ceSw
itzer
land
Swed
enFi
nlan
dU
nite
d Ki
ngdo
mU
nite
d St
ates
Aust
ralia
Japa
nCh
ina
Indi
aAr
ab W
orld
Turk
eyW
est A
fric
aM
exic
oBr
azil
IDV
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Masculinity
0102030405060708090
100
Czec
h Re
publ
ic
Bulg
aria
Ger
man
yRu
ssia
Ita
lySp
ain
Fran
ceSw
itzer
land
Swed
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nlan
dU
nite
d Ki
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mU
nite
d St
ates
Aust
ralia
Japa
nCh
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Indi
aAr
ab W
orld
Turk
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exic
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MAS
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Uncertainty Avoidance Index
0102030405060708090
100
Czec
h Re
publ
ic
Bulg
aria
Ger
man
yRu
ssia
Ita
lySp
ain
Fran
ceSw
itzer
land
Swed
enFi
nlan
dU
nite
d Ki
ngdo
mU
nite
d St
ates
Aust
ralia
Japa
nCh
ina
Indi
aAr
ab W
orld
Turk
eyW
est A
fric
aM
exic
oBr
azil
UAI
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Hofstede Results Comparison
0102030405060708090
100
PDI IDV MAS UAI
Czech Republic Bulgaria Poland Hungary Austria Germany
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Hofstede’s Dimensions