2. Cultural Context of Global Management Flashcards
Need to read about how the dimensions of culture developed! (105 cards)
1
Q
Hofstede definition of culture
A
The collective programming of the mind that distinguishes the members of one human group from another
2
Q
Kluckholn definition of culture
A
The collection of beliefs, values, behaviors, customs, and attitudes that distinguish the people of one society from another
3
Q
GLOBE definition of culture
A
Shared motives, values, beliefs, identities, and interpretations or meanings of significant events that result from common experiences of members of collectives that are transmitted across generations
4
Q
Schein (1985) levels of culture?
A
Iceberg:
Artefacts
Espoused (adopted) values
Basic Underlying Assumptions
5
Q
Three levels of mental programming (Hofstede, 1989)
A
Personality
Culture
Human Nature
6
Q
Personality is
A
- Specific to individuals
- Inherited and learned
7
Q
Culture is
A
- Specific to group
- Inherited and learned
8
Q
Human Nature is
A
- Universal
- Biological
9
Q
What is power distance?
A
Beliefs about the appropriate distribution of power in society
10
Q
What is low power distance?
A
Effective leaders do not need to have substantial amounts of power compared to subordinates
11
Q
What is high power distance?
A
People in positions of authority should have considerable power compared to subordinates
12
Q
What is uncertainty avoidance?
A
Degree of uncertainty that can be tolerated and its impact on rule making
13
Q
What is low uncertainty avoidance?
A
Tolerance for ambiguity
Little need for rules to constrain uncertainty
14
Q
What is high uncertainty avoidance?
A
Intolerance for ambiguity
Need for many rules to constrain uncertainty
15
Q
What is Individualism/Collectivism?
A
Relative importance of individual vs group interests
16
Q
What is masculinity/femininity?
A
Assertiveness vs positivity; material possessions vs quality of life
17
Q
What is long-term vs short-term orientation?
A
Outlook on work, life and relationships
18
Q
What is indulgence vs restraint?
A
Relative emphasis on individual happiness, leisure and personal control
19
Q
What are Hofstede’s (1993) 6 cultural dimensions?
A
Power Distance Uncertainty Avoidance Individualism/Collectivism Masculinity/Femininity Long term vs Short term orientation Indulgence vs Restraint
20
Q
What is collectivism?
A
Group interests generally take precedence over individual interests
21
Q
What is individualism?
A
Individual interests generally take precedence over group interests
22
Q
What is masculinity?
A
Values material possessions, money, and the pursuit of personal goals
23
Q
What is femininity?
A
Values strong social relevance, quality of life, and the welfare of others
24
Q
What is short-term orientation?
A
Past and present orientation, values traditions and social obligations
25
What is long-term orientation?
Future orientation; values dedication, hard work and thrift
26
What is indulgence?
Societal emphasis on enjoyment and need gratification
27
What is Restraint?
Strict societal control to suppress or regulate gratification
28
Culture impacts all aspects of management, give some examples from Kirkma et al (2006)
```
Change management
Conflict management
Decision making
Human resource management Leadership
Communication and negotiation
Motivation
Entry Modes
FDI
Innovation
```
29
Features of low power distance?
- Consider each other equal
- Hierarchy for convenience
- Privilege/status frowned upon
- Subordinates expect to be consulted
- More interdependence
- Decentralisation popular
30
Countries with low power distance?
```
UK - 35
Austria
Australia
NZ
Germany - 35
Sweden
Norway
Ireland
```
31
Features of high power distance?
- Visible signs of status
- Older superiors more respected
- Inequalities expected and desired
- High dependence
- Hierarchy
- Centralisation
32
Countries with high power distance?
```
Mexico - 81
India - 77
France
Hong Kong
Arab countries
Venezuela
```
33
Features of low uncertainty avoidance?
- Uncertainty normal feature of life
- Precision/punctuality have to be learned
- Shouldn't be more rules ran needed
- Tolerance of deviance and innovation
34
Countries with low uncertainty avoidance?
```
UK - 35
Sweden
Ireland
Hong Kong
Denmark
Malaysia
Singapore
Jamaica
```
35
Features of high uncertainty avoidance?
- Uncertainty a continuous threat
- Emotional need for rules
- Precision and punctuality come naturally
- Resistance to innovation
- Suppress deviant ideas
36
Countries with high uncertainty avoidance?
```
Japan - 92
France- 86
Spain- 86
Greece
Portugal
South American countries
```
37
Features of collectivism?
- Sense of in/out group
- Obligation to 'in' group
- Use of 'We'
- Assume joint responsibility
- Don't distinguish own priorities and opinions
- Conflict should be avoided, disturbs harmony and motivation
- Often high power distance
38
Collectivist countries?
```
South American
South Korea
HK
Thailand
Taiwan
```
39
Features of individualism?
- Form groups based on common interests/tasks
- Low personal obligation to members
- 'I' and 'Me'
- Ideally achieve along, assume personal responsibility
- Conflict is inevitable and can be channeled positively
- Basic right to privacy
- Often low power distance
40
Individualist countries?
```
USA - 91
Australia - 90
UK - 89
Canada
NZ
Italy
Belgium
Denmark
```
41
How do collectivists act at work?
- Patience, slower decisions
- Build relationships
- Respect authority
- Adhere to rules
42
How do individualists act at work?
- Admire initiative
- Quick decisions
- Respect individual responsibility
43
Features of masculinity?
- Assertive, ambitious, tough
- Material success and progress
- Money and possessions important
- Stress on competition and performance
- Managers expected to be decisive/assertive
44
Masculine countries?
```
Japan - 95
UK - 66
Germanu
Austria
Mexico
Italy
Ireland
```
45
Features of femininity?
- People and warm relationships important
- Caring for others and preservation
- Modest
- Equality, solidarity, quality of work
- Managers strive for consensus
46
Feminine countries?
```
Nordic
Portugal
Thailand
Holland
Chile
South Korea
```
47
Sweden power distance?
Low power distance - 31
48
Impact of Sweden's low power distance on IKEA organisational culture?
- Informal, non-hierarchical
- Close to employees and customers
- Free flow of info
- Few barriers
- Managers hands o and participate
49
Advantage of Sweden's low power distance on IKEA organisational culture?
- Respond to market quickly
- Leanness of operation
- Motivated staff
50
Sweden uncertainty avoidance?
Low uncertainty avoidance - 29
51
Impact of Sweden's low uncertainty avoidance on IKEA organisational culture?
- Creativity highly valued
- Flexible organisation
- Tolerate mistakes
- View problems as opportunities
52
Advantages of Sweden's low uncertainty avoidance on IKEA organisational culture?
- Innovate on a macro level
- Test new concept quickly
- Learn from mistakes
- Cope with chaos
53
Sweden collectivism or individualism?
Individualistic - 71
54
Impact of Sweden's Individualism on IKEA organisational culture?
- Value individual contribution
- Own ideas, responsibility
- Team-based
- Self-assemble concept
55
Advantage of Sweden's Individualism on IKEA organisational culture?
- Take initiative
- Responsibility
- Feel trusted
- Enable people
56
Sweden feminine/masculine?
Feminine - 5
57
Impact of Sweden's Femininity on IKEA organisational culture?
- Genuine concern for people
- Create better life
- Tolerance for differences
- Team extended family
- Cooperative
58
Advantage of Sweden's Femininity on IKEA organisational culture?
- Win/win approach with stakeholders
- Attractive store and workplace
- Adaptable to different cultures
59
Sweden Indulgence vs restraint
Indulgent 78
60
Sweden Short term vs long term
Long term only just - 53
61
What did Salzer (1994) say about IKEA?
Small power distance reflected in their informal clothing style
62
IKEA into Spain
80% Spanish managers, understand culture they're in, train them in IKEA culture
63
Criticisms of Hofstede?
- Assumption of one-to-one relationship between culture and nation-state
- Study may have been culturally bound
- IBM sole source of info
- Culture isn't static, it evolves
64
Hofstede is a starting point for
Understanding how cultures differ, and the implications for managers
65
Does culture change?
Evolves over time
| Changes in value systems can be slow and painful for a society
66
Social turmoil is an
Inevitable outcome of cultural change
67
What brings about cultural change?
- As countries become economically stronger
| - Globalisation
68
Economic progress encourages a shift from
Collectivism to individualism
69
What are Hall's 3 cultural dimensions?
Context
Space
Time
70
What is context?
Extent to which the context of a message is as important as the message itself
71
What is space?
Extent to which people are comfortable sharing physical space with others
72
What is time?
Extent to which people approach one task at a time or multiple tasks simultaneously
73
What is low context?
Direct and frank communication; message itself conveys its own meaning
74
What is high context?
Much of the meaning in communication is conveyed indirectly through the context surrounding a message
75
What is centre of power?
Territorial; need for clearly delineated personal space
76
What is centre of community?
Communal; comfortable sharing personal space with others
77
What is monochromic?
Sequential attention to individual goals; separation of work and personal life; precise concept of time
78
What is polychromic?
Simultaneous attention to multiple goals, integration of work and personal life; relative concept of time
79
What are Trompenaar's (1993) Dimensions?
```
Universalism-Particularism
Individualism-Collectivism
Neutral-Affective
Specific-Diffuse
Achievement-Ascription
Time
Environment
```
80
What is universalism?
Belief that what is true and good can be discovered and applied universally
81
What is particularism?
Belief that unique circumstance determines what is right or good
82
What is Neutral?
Emotion should be held in check, self control is important
83
What is Affective?
Natural to express emotions
84
What is Specific-Diffuse?
Extent to which individuals are willing to allow access to inner selves to others
85
What is specific culture?
Separate private and public lives
86
What is diffuse culture?
Private and public overlap
87
What is Achievement culture?
Status based on what a person does
88
What is Ascription culture?
Status based on who a person is
89
What is Trompenaar time dimension?
Past vs future, time is linear or holisitic
90
What is Trompenaar environment dimension?
Extent to which individuals are themselves the primary influence on their lives vs environment more of an influence to be in harmony with
91
Wu 2006
Culture is not static, it evolves over time
92
Dimitrov 2014
Cultural differences have influenced organisational practices and theories in the context of increasing globalisation and economic turbulence
93
Nakata 2009
Contemporary realisation of intensive interaction between differing cultures
‘Traversing national borders, co-mingling’ and
‘Clashing through media, migration, telecommunications, international trade, IT and supranational organisations’
94
Hofstede culture definition year
2001
95
Hofstede cultural dimensions year
1980
| Built upon Hall 1976
96
Hall dimensions year
1976
97
Hofstede objective for his dimensions?
Assisting managers with developing cultural profiles
98
Defence of hofstede criticism
- IBM large and respected, data reliable as fewer variables so more consistent/accurate
- country scores aren’t absolute but rather in relation to other countries (2011)
99
Trompenaar (1993) built on hofstede
Situation specific scenarios
Focus-orientated
Choice and manner in which actions are planned and handled
100
Hofstede explored
Deeper into cultural layers
Iceberg hidden parts
101
Hofstede criticises Trompenaars why?
Statistical analysis emergence of only two interpretable factors- both similar to individualism (Smith, Dugan and Trompenaars 2002)
Lacks empirical support
102
GLOBE study
House et al 2004
1990s 127 investigations of 62 regions
Expand hofstede and test hypothesis especially leaderships
103
Hofstede criticism of GLOBE studs
US Centric
18 dimensions unnecessary
Just reflects his model
104
Issues with Hofstede and GLOBE
Negative correlation between their UA
Inconsistency poses a threat to hofstede a research and confidence of scholars in cross cultural research (Venabik 2013)
105
What did Venabik 2013 say?
GLOBE/Hofstede Inconsistency poses a threat to hofstede a research and confidence of scholars in cross cultural research (Venabik 2013)
