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International Business | 3P98 > Chapter 2 > Flashcards

Chapter 2 Flashcards

The Cultural Environments Facing Business

1
Q

Acculturation

A

the process of adjusting and adapting to a specific culture other than one’s own. It is one of the keys to success in international operations.

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2
Q

The nation is a useful definition of society because

A
  • similarity among people is a cause and an effect of national boundaries
  • it is a reference people make to “we” versus “they.”
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3
Q

Despite using the nation as a cultural reference point

A
  • not everyone therin shares the same values and attitudes
  • subcultures exist within nations
  • some people have internalized more than one culture
    cultural similarities link groups from different countries
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4
Q

Cultural diversity

A

can be a competitive advantage, but managing it can be difficult.

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5
Q

Cultural collision may cause

A
  • ineffective business practices
  • personal distress
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6
Q

National cultures

A

almost everyone agrees that national cultures differ, but they disagree on what the differences are and the importance of them

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7
Q

Cultural research

A

can improve a person’s awareness and sensitivity.

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8
Q

Shortcomings in cultureal research include

A
  • erroneous responses to questions
  • relying on averages when there are variations
  • overlooking changes
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9
Q

Cultural value systems (especially core values)

A

Are set early in life but may change through:
- choice or imposition
- contact with other cultures

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10
Q

Cultural Imperialism

A

Change by imposition

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11
Q

Creolization

A

When change results in mixing cultures

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12
Q

Cultural Diffusion

A

When contact among countries brings change

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13
Q

A common language is a unifying force, but many countries

A
  • have multiple language groups
  • depend on a second language that is common regionally
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14
Q

English has become…

A

the “international language of business”

  • because native English language countries account for so much of world production
  • because it is the world’s most important second language
  • but it may lose some relative importance in the future
  • but it may lead to overvaluing employees with English competence
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15
Q

Many strong values are a result of

A

a dominant religion

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16
Q

Social stratification is determined by

A

1) individuals’ achievements and talents (meritocracy)
2) their group identifications

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17
Q

Businesses reward

A

meritocracy more highly in some societies

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18
Q

Group affiliations can be

A
  • ascribed or acquired
  • a reflection of class and status
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19
Q

Country-by-country attitudes vary toward

A
  • social connections
  • race and ethnicity
  • male and female roles
  • rules and expectations based on age
  • family ties
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20
Q

The desire for material wealth is

A
  • a prime motivation to work
  • positive for economic development
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21
Q

People are more eager to work if

A
  • rewards for success are high relative to failure
  • there is some uncertainty of success
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22
Q

Masculinity-femininity index

A

measures attitudes toward achievement rather than physical attributes of males and females

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23
Q

A high-masculinity culture prefers

A

“live to work”

24
Q

A high femininity culture prefers

A

“work to live”

25
Q

Hierarchy-of-needs theory of motivation

A

1) physiological
2) security
3) affiliation
4) esteem
5) self-actualization

26
Q

The hierarchy of needs

A
  • may differ among countries
  • is useful in decision how to motivate differently among countries
27
Q

There are national variations in the preference for

A

autocratic versus consultative management

28
Q

Power distance

A

is a measurement of employee preferences of interaction between superiors and subordinates

29
Q

Provision of better workplace conditions motivates

A

collectivists

30
Q

Challenges motivate

A

individualists

31
Q

High individualism

A

describes a preference to fulfill leisure time, build friendships, and improve skills independently of the organization

32
Q

High collectivism

A

typifies a penchant for dependence on the organization through training, satisfactory workplace conditions, and good benefits

33
Q

Four types of risk-taking behaviour

A

1) uncertainty avoidance
2) trust
3) future orientation
4) fatalism

34
Q

Risk-taking behaviour differs among nationalities because of their

A
  • comfort in handling uncertainties
  • degree of trust among people
  • future orientation
  • attitudes of self-determination versus fatalism
35
Q

Uncertainty avoidance

A

describes a trait of being uncomfortable with ambiguity

36
Q

Future orientation

A

denotes a willingness to delay gratification in order to reap more in the future

37
Q

Genetics and language may cause

A

differences in perception of cues

38
Q

Low-context cultures

A

people generally only regard firsthand information relevant that bears directly on the subject at hand

39
Q

High-context cultures

A

people tend to understand and regard indirect information as pertinent

40
Q

Managers are helped by knowing whether cultures favour

A
  • focused or broad information
  • a particular way of classifying information
  • sequential or simultaneous handling of situations
  • handling principles versus small issues first
41
Q

Monochronic cultures

A

people normally prefer to work sequentially, such as finishing transactions with one customer before dealing with another

42
Q

Polychronic people (and cultures)

A

are more comfortable working simultaneously on a variety of tasks (multitasking), such as dealing simultaneously with multiple customers who need service

43
Q

Idealism cultures

A

prefer to establish overall principles before they try to resolve small issues

44
Q

Pragmatic cultures

A

focus more on details than on abstract principles

45
Q

Cross-border communications

A

do not always translate as intended

46
Q

Silent language

A

includes color associations, sense of appropriate distance, concept of time, body language, and prestige cues

47
Q

Host cultures

A

do not always expect foreigners to adjust to them

48
Q

When doing business in a similar culture, companies

A
  • usually have to make fewer adjustments
  • may overlook subtle differences
49
Q

Cultural distance

A

is the average number of countries they are apart on the dimensions

50
Q

Culture shock

A

the frustration that results from having to absorb a vast array of new cultural cues and expectations

51
Q

Reverse culture shock

A

when they return, having become partial to aspects of life abroad that are not options back home

52
Q

Polycentric management

A

may be so overwhelmed by national differences that it won’t introduce workable changes

53
Q

Ethnocentric management

A

overlooks national differences and
- ignores important factors
- believes home-country objectives should prevail
- thinks acceptance by other cultures is easy

54
Q

Ethnocentrism

A

reflects the conviction that one’s own practices are superior to those of other countries

55
Q

Geocentric management

A

often uses business practices that are hybrids of home and foreign norms

56
Q

Management of change

A

is important because people do not necessarily accept change readily

International Business | 3P98 (13 decks)

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