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International_Business > Week 4 > Flashcards

Week 4 Flashcards

1
Q

Three Layers of Social Behavior

A

Universal

  • the human nature
  • universal values
  • commonly shared world review

Cultural
- human rely on culture i.e. extrasomatic means adaptiation for survival –> eskimo

Personal

  • individual biography and genetic predisposition form our personality
  • having the same cultural roots does not mean that one is identical in his/her behavior
  • every person is unique
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2
Q

Culture at two levels

A
  1. psychological level
    - Focuses on internalized norms, attitudes, values and behaviors of individuals from a particular culture
  2. the institutional level
    - National or group culture embodied in institutions (i.e. government, education, economic institutions, & business organizations).
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3
Q

Commerce and government

A

are secondary, not primary institutions. They are derivative of the culture, not the progenitors of it

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4
Q

Cross-Cultural competence is beeing?

A

is beeing SMART not beeing nice

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5
Q

stereotyping

A
  • a common but oversimplified and fixed image or idea of a particular type of person or thing
  • tendency to group things together
  • often unconcious and in line with our own cultural programming
  • tend to exaggerate similarities of things with the same group and fifferences between groups
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6
Q

why do we stereotype

A
  • cognitive economy

- in - group favorability bias

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7
Q

Cognitive Economy

A

Efficient categorization
- negates the need to re assess specific situations

Predictive ability
- assumes knowledge
of how an “other” group will act, behave, respond, etc.

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8
Q

In Group Favorability Bias

A

Social identity
- a person’s sense of who they are based on their group membership

Group membership
- source of pride and self esteem, source of sense of belonging

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9
Q

Group identity

A

has emotional significance as a source of self-identification, self-esteem, and belonging

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10
Q

competition and hostility

A

between groups results from competing for resources, and also as the result of competing identities

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11
Q

pygmalion effect

A

Higher expectations (positive prejudice) lead to increased performance

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12
Q

Golem effect

A

Lower expectations (biased, prejudice, etc.) lead to decreased performance

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13
Q

Stereotypes

A

Categorizing all members of a group as having the same characteristics

Selective and inflexible perception

Observations are subjective, judgmental

Clichés

not open for new infromation

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14
Q

Generalizations

A

Categorizing many members of a group as having similar characteristic tendencies

Flexible perception

Observations are neutral, objective

Tendencies

open for new informations

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15
Q

Cultural Frameworks

A
  1. Hofstede Cultural Dimension
  2. GLOBE Studies
  3. Lewis Model
  4. Kluckhohn Strodtbeck Framework
  5. Trompenaars & Hampden Turner Cultural Dimensions
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16
Q

Hofstede Cultural Dimensions

A

Culture’s consequences:

- Comparing values, behaviors, institutions and organizations across nations by Geert Hofstede 2001

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17
Q

GLOBE Studies

A

Culture, Leadership, and Organizations:

The GLOBE Study of 62 Societies by Robert J House, Paul J. Hanges, Mansour Javidan , Peter W. Dorfman, Vipin Gupta, 2004

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18
Q

Lewis Model

A

When Cultures Collide, Managing Successfully Across Cultures by Richard D. Lewis, 1996

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19
Q

Kluckhohn Strodtbeck Framework

A

Variations in Value

Orientations by Florence Kluckholn and Fred L. Strodtbeck , 1961

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20
Q

Trompenaars & Hampden Turner Cultural Dimensions :

A

Riding the waves of culture: Understanding cultural diversity in business by FonsTrompenaars , & Charles Hampden Turner, 1998

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21
Q

Hofstede

A

Individualism vs. Collectivism

power distance index

Masculinity vs. femininity

uncertainty avoidance index

long term orientation vs. short term orientation

indulgence vs. restraint

22
Q

GLOBE Studies

A
  1. Uncertainty avoidance
  2. Power distance
  3. In group collectivism
  4. Institutional collectivism
  5. Gender Equalitarianism
  6. Assertiveness
  7. Future Orientation
  8. Performance Orientation
  9. Human Orientation
23
Q

the world according to lews

A

linera-active

  • talsk half the time
  • does one thing at a time

multi-active

  • talkes most of the time
  • does several things at once

reactive

  • listens most of the time
  • reacts to partner’s action
24
Q

Kluckhohn Strodtbeck Framework

This framework compares cultures by answering the following six questions:

A
  1. Do people believe that their environment controls them, that they control the environment, or that they are part of nature?
  2. Do people focus on past events, on the present, or on the future implications of their actions?
  3. Are people easily controlled and not to be trusted, or can they be trusted to act freely and responsibly?
  4. Do people desire accomplishments in life, carefree lives, or spiritual and contemplative lives?
  5. Do people believe that individuals or groups are responsible for each person’s welfare?
  6. Do people prefer to conduct most activities in private or in public?
25
Q

Identify cross-cultural risks:

Trompenaars & Hampden Turner

A
  1. Universalism vs. Particularism (rules vs. relationships)
  2. Individualism vs. Communitarianism (group vs. individual)
  3. Specific vs. Diffusive (private vs. public life)
  4. Neutral vs. Affective (emotive display)
  5. Achievement vs. Ascription (status)
  6. Past vs. Future (time orientation)
  7. Internal vs. External Locus of Control (nature vs. nurture)
26
Q

Universalism vs. Particularism (rules vs. relationships)

Example: lie for a friend or not

A

Universalism

  • Consistency
  • Rules and Systems
  • Clarity based on standards
  • Uniform procedures
  • Desire for structure
  • Letter of the Law

Particularism

  • “It depends”
  • Pragmatic responses
  • Exceptions and Relationship
  • Flexibility based on relationships
  • Comfortable with ambiguity
  • Spirit of the Law (within the context of the relationship)
27
Q

Pros and Cons Univeralism

A

Pros

  • Equality
  • rule of law
  • tolerance
  • consistency
  • reliability
  • clarity

Cons:

  • Bureaucracy
  • Impersonality
  • Rigidity
  • Too many rules and regulations
28
Q

Pros and Cons Particularism

A

Pros

  • Flexibility
  • Improvisation
  • Interpersonality
  • Responsiveness
  • Outcome oriented pragmatism

Cons:

  • Discrimination
  • Favoritism
  • Corruption
  • Unreliability
  • Chaos
29
Q

Individualism vs. Communitarianism

example: I only look at my self, or I think about the others

A 
Individualism
- “I” culture
- Focus on the individual
- Democratic decision
making
- Skill based selection
- Pay for performance
- Individual mandate
- One representative

Communitarianism

  • “We” culture
  • Focus on the group
  • Consensus-based decision making
  • Culture-based selection
  • Team rewards
  • Group mandate
  • Delegation
30
Q

Pros and Cons: Individualism

A

Pros

  • Competition
  • Self reliance
  • Personal growth and fulfillment
  • Independence
  • Autonomy
  • Freedom
  • Divergent thinking

Cons

  • Greed
  • Waste
  • Egotism
  • Mercilessness
  • Victim blaming
  • Lack of social cohesion, social capital or common purpose
31
Q

Pros and Cons: Communitarianism

A

Pros

  • Cooperation
  • Togetherness
  • Teamwork
  • Solidarity
  • Social concern
  • Public service
  • Societal legacy

Cons

  • Mediocrity
  • Slow progress
  • Lack of individual initiative
32
Q

Affective vs. Neutral

example: i show my emotions or i act like i’m happy even if i’m sad

A

Affective

  • Emotional
  • Humorous
  • Expressive
  • Verbally communicative
  • Close body space
  • Tactile

Neutral

  • Detached
  • Serious
  • Controlled
  • Non-verbal communication
  • Larger body-space
  • Non tactile
33
Q

Pros and Cons: Affective

A

Pros

  • Warm
  • Engaged
  • Spontaneous
  • Expressive

Cons

  • Hysterical
  • Over reacting
  • Unmanageable
  • Emotionally unstable
34
Q

Pros and Cons: Neutral

A

Pros

  • cold
  • detached
  • evasive

Cons

  • balanced
  • reasonable
  • in-control
  • emotionally stable
35
Q

Specific vs. Diffuse

example: my boss is only my boss at the company or i won’t ignore my boss outside the work

A

Specific (Analytic, Differentiated)

  • Text / Task
  • Easy Contact
  • Open, direct communication
  • Analyzing, segmenting
  • Hard selling
  • Shareholders

Diffuse (Holistic, Integrated)

  • Context, Relationship
  • Slower personal involvement
  • Polite, implicit communication
  • Connecting issues
  • Client relationship
  • Stakeholders
36
Q

Pros and Cons: Specific

A

Pros

  • easy contact
  • task oriented

cons

  • too direct
  • blunt
37
Q

Pros and Cons: Diffuse

A

Pros

  • Personally involved
  • committed

Cons

  • Evasive
  • indirect
38
Q

Achievement vs. Ascription
Example: respect is give based on what i do or what i am capable of doing vs. respect is given based on who i am or who my parents were

A

Achievement

  • What you do
  • Achievement
  • Performance

Ascription

  • Who you are
  • Family background
  • Age
  • Gender
  • Education
  • Position
39
Q

Pros and Cons: Achievement

A

Pros

  • top performing individuals
  • pushing or next performance
  • competition

Cons

  • past performance doesn’t count
  • no time for learning
40
Q

Pros and Cons: Ascription

A

Pros

  • predictability
  • stability

Cons

  • status quo unchallenged
  • steep hierarchy
  • rigidity
  • nepotism
41
Q

Sequential vs. Synchronous Time

example: time is exact vs. time is relative

A

Sequential

  • Time is Linear
  • One activity at a time
  • Situations are subject to planning
  • Break time into separate blocks
  • Universalistic time

Synchronous

  • Time is Cyclical
  • Parallel activities
  • More paths to reach the goal
  • Time horizons can blend together
  • Subjective time
42
Q

Time Orientation

A
  1. Past orientation : respect for ancestors, traditions, collective historical experiences
  2. Present orientation : day by day experience directs people’s life, focus on doing and action
  3. Future orientation : activities are directed toward future prospects, focus on planning
43
Q

Pros & Cons: Sequential Time

A

Pros

  • efficient
  • punctual
  • predictable
  • reliable

Cons

  • rigid
  • stressed about time
  • inflexible
44
Q

Pros & Cons: Synchronous Time

A

Pros

  • Effective
  • Flexible
  • Good improvisation

Cons

  • inefficient
  • unpunctual
  • unpredictable
  • unreliable
45
Q

Inner vs. Outer Locus of Control

example: luck is not an important part of life vs. many things turn out to be a matter of good or bad fortune

A

Internal

  • Internal “push”
  • Focus on self and in control
  • Discomfort with being “out of control”
  • Dominance and aggressiveness
  • Preventative maintenance
  • Planning and control
  • “Stick to the plan”

External

  • External “pull”
  • Focus on others and anticipate
  • Comfortable with ambiguity
  • Respond to the environment
  • Trouble shooting
  • Options and scenarios
  • “Go with the flow”
46
Q

Pros & Cons: Internal Locus of Control

A

Pros

  • go-getter
  • movtivated
  • dirve
  • ambition

Cons

  • aggressive
  • not invented here syndrome”
47
Q

Pros & Cons: External Locus of Control

A

Pros

  • harmonious
  • goes with the flow

Cons

  • no ambition
  • unmotivated
  • overreliance on “fate” or “luck”
48
Q

Social behavior is based on three layers

A
  • universal
  • cultural
  • personal
49
Q

Culture unfolds on two levels

A
  • psychological level

- institutional level

50
Q

Stereotypes can be helpful in making

A

generalization but beware that they don’t interfere with communication and understanding

51
Q

Cultural dimension models help us

A

to identify, measure, and reconcile cultural differences

International_Business (16 decks)

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