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International Business > Ch 3 > Flashcards

Ch 3 Flashcards

1
Q

Culture

A

-Dimensions
-Language
-Religion
-Models and Explanations
-Managerial Implications
-Cross Cultural Risk

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2
Q

Culture

A

The values, beliefs, customs, arts, and other products of human thought and work that characterize the people of a given society

-Culture introduces new risks

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3
Q

Cross Cultural Risk

A

A situation or event in which a cultural misunderstanding puts some human values at stake

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4
Q

Risks In International Business

A

*Country Risk
*Cross-cultural risk
*Commerical Risk
*Financial Risk

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5
Q

Culture is NOT

A
  • not right or wrong, it IS relative
    -not about individual behavior, it IS about groups
    -not inherited, culture comes from people’s social environment
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6
Q

Socialization

A

The process of learning the rules and behavioral patterns appropriate to one’s given society

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7
Q

Acculturation

A

The process of adjusting and adapting to a culture other than one’s own

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8
Q

Iceberg Concept of Culture

A

Three layers of awareness: high culture, folk culture, and deep culture

*Culture emerges through the integration of our values and attitudes, manners and customs, time and space perceptions, symbolic, material ,and creative expressions, education, social structure, language, and religion

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9
Q

Manners and Customs

A

Ways of behaving and conducting onesself in public and business situations

-Informal and formal

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10
Q

Monochronic

A

A rigid orientation to time, in which the individual is focused on schedules, punctuality, and time as a resource

-Young countries

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11
Q

Polychronic

A

A flexible, nonlinear orientation to time, where the individual takes a long-term perspective and emphasizes human relationships

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12
Q

Colors

A

One of the most influential factors that affect perceptions in branding and advertising

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13
Q

Material Productions

A

Artifacts, objects, and technological systems that people construct to function within their environments

*Technology based infrastructure
*Social infrastructure
*Financial Infrastructure
*Marketing Infrastructure

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14
Q

Literacy Rate

A

-Higher for men than women in many developing countries

*Arises because often related to culture, religion, nation-level conflicts and socioeconomic factors

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15
Q

Social Structure

A

-Refers to the pattern of social arrangements and organized relationships that characterize a society

-Individuals
-Family
-Reference Groups
-Social Stratisfication
-Social Mobility

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16
Q

Individuals

A

*Western cultures emphasize individualism, social status is determined by individual performance

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17
Q

Family

A

*Family plays a substantial role formation and structure of business activities

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18
Q

Reference Groups

A

*People’s social status is defined by group or employer affiliation rather than by individual performance

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19
Q

Social Stratisfication

A

*Individuals are classified within classes or social layers depending on their occupation, income level, or family history.

*Highest social strata, middle strata, lowest strata

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20
Q

Social Mobility

A

*The ease with which a person can move up within social strata.

Caste System: social status determined by birth

Class System: Flexible form

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21
Q

Language

A

-Verbal and Nonverbal

-National languages, dialects, and translation complicate verbal communication

Idiom: An expression whose symbolic meaning is different from it’s literal meaning

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22
Q

Nonverbal Communication

A

*Ways of talking
*Sounds
*Closeness
*Body contact
*Posture and stance
*Head movements
*Eye movements
*Facial Expressions
*Hand movements
*Appearance

**Can lead to confusion

23
Q

4 Major Religions

A

1.Christianity
2.Islam
3.Hinduism
4.Buddhism

24
Q

Cross Cultural Proficiency is paramount in any managerial tasks

A

*Managing employees
*Communicating and interacting with foreign business partners
*Negotiating and structuring international business ventures
*Developing products and services
*Preparing advertising and promotional materials
*Preparing for international trade fairs and exhabitions
*Screening and selecting foreign distributors and other partners
*Interacting with current and potential customers from abroad

25
Q

Complications

Developing Products and Services

A

Cultural differences necessitate adapting marketing activities to suit specific needs of target markets

26
Q

Complications

Providing Services

A

Firms that engage in lodging and retailing interact with customers, implying greater cultural interaction and the potential for cognitive and communication gaps

27
Q

Complications

Organizational Structure

A

Some companies prefer to delegate authority to country managers which results in decentralized organizational structure

28
Q

Complications

Teamwork

A

Cooperating with partners and host-country nationals to achieve common organizational goals is critical to business success. What if domestic and foreign nationals don’t get along?

29
Q

Complications

Pay-for-performance system

A

In some countries, merit is not the main basis for promoting employees

30
Q

Complications

Lifetime Employment

A

In some Asian countries, firms are very protective of their employees who may work for the same company all their lives

-Can complicate with dealings outside of firms

31
Q

Complications

Union-management relationships

A

In Germany, union bosses hold the same status as top-level managers and can sit on corporate boards

Can reduce flexibility of company operations because it makes it harder to lay off workers

32
Q

Complications

Attitudes Towards Ambiguity

A

In some countries, people have a hard time tolerating ambiguity–situations in which information is understood in more than one way

33
Q

Complications

Negotiations

A

Arise in all aspects of business, when the firm takes on a partner or supplier-buyer relationship

Goals, interests, ethics, and cultural assumptions vary cross-culturally

34
Q

Complications

Technology

A

The Internet and other communication technologies imply a greater liklihood of cross-cultural miscommunication

35
Q

Cultural Metaphor

A

A distinctive tradition or institution strongly associated with a particular society

36
Q

Low Context Cultures

A

A culture that relies on elaborate verbal explanations, putting much emphasis on spoken words

**Tend to value expertise and performance

-Get down to business first
-Expertise and performance are valued
-Agreements emphasize specific, legalistc contract
-Negotiations are as efficient as possible

37
Q

High Context Cultures

A

A culture that emphasizes nonverbal messages and views communication as a means to promote smooth, harmonious relationships

-Prefer indirect and polite style that emphasizes mutual respect and care for others

*Establish social trust first
*Personal relations and goodwill are valued
*Agreements emphasize trust
*Negotiations are slow and ritualistic

38
Q

Hofstede

Individualism vs Collectivism

A

Describes whether a person functions primarily as an individual or part of a group

I: Competition for resources is the norm and those who compete best are rewarded financially

C: Ties among individuals are highly valued. Conformity and compromise help maintain group harmony

39
Q

Hofstede

Power Distance

A

Describes how a society deals with the inequalities in power that exist among people

Low Power Distance: Gaps between powerful and weak are small

High Power Distance: Don’t care about inequalities, huge gaps between powerful and weak

40
Q

Hofstede

Uncertainty Avoidance

A

The extent to which people can tolerate risk and uncertainty in their lives

People in high uncertainty creare institutions that minimize risk and ensure financial security

People in low uncertainty socialize their members to accept and become accustomed to uncertainty

41
Q

Hofstede

Masculinity vs Femininity

A

Refers to a society’s orientation based on traditional male and female values. Masculine cultures tend to value competitiveness, assertiveness, ambition, and the accumulation of wealth. Feminine cultures emphasize nurturing roles, interdependance among people, and care of less fortunate people

42
Q

Hofstede

Long term vs short term orientation

A

Refers to the degree to which people and organizations defer gratification to acheive long term success

Long term orientation: long view to planning and living; years and decades

43
Q

Hofstede

Indulgence vs Restraint

A

The extent to which people try to control their desire and impulses

Indulgent: Individual happiness, having fun and enjoying life

Restrained: Try to suppress gratification. Happiness is less valued and people are reluctant to express needs and emotions

44
Q

Deal vs Relationship Oriented

A

Deal Oriented: Managers focus on the task at hand and prefer getting down to business

Relationship Oriented: Managers put more value on relationships with people

45
Q

3 cultures of companies

A

*National
*Professional
*Corporate

46
Q

Ethnocentric Orientation

A

Using our own culture as the standard for juding other cultures

47
Q

Polycentric Orientation

A

A host-country mind set in which the manager develops a strong affinity with the country in which he or she conducts business

48
Q

Geocentric Orientation

A

a global mind set that enables the manager to understand a business or market without regard to country boundaries

49
Q

**Managers are more effective in cross cultural encounters when they keep an open mind, are inquisitive, and don’t jump to conclusions about other’s behaviors

A
50
Q

3 Guidelines Managers Can Follow

A
  1. Aquire factual knowledge about the other culture and try to speak the language
  2. Avoid cultural bias
  3. Develop cross cultural skills
51
Q

Self reference criterion

A

The tendency to view other cultures through the lens of one’s own culture

52
Q

Critical Incident Analysis

A

A method for analyzing awkward situations in cross cultural encounters by developing objectivity and empathy for other points of view

53
Q

Cross Cultural Proficiency

A

*Tolerance For Ambiguity: Ability to tolerate uncertainty and apparent lack of clarity in thinking and action of others

*Perceptiveness: Ability to observe closely and appreciate hard-to-see information in the speech and behavior of others

*Valuing personal relationships:
Ability to recognize the importance of interpersonal relationships

*Flexability and Adaptability:
ability to be creative in finding innovative solutions, to be open-minded about outcomes, and to show grace and kindness under pressure

International Business (12 decks)

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