Chapter 2

Question 1

Acculturation

Answer 1

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.

Question 2

The nation is a useful definition of society because

Answer 2

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

Question 3

Despite using the nation as a cultural reference point

Answer 3

• 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

Question 4

Cultural diversity

Answer 4

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

Question 5

Cultural collision may cause

Answer 5

• ineffective business practices
• personal distress

Question 6

National cultures

Answer 6

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

Question 7

Cultural research

Answer 7

can improve a person’s awareness and sensitivity.

Question 8

Shortcomings in cultureal research include

Answer 8

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

Question 9

Cultural value systems (especially core values)

Answer 9

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

Question 10

Cultural Imperialism

Answer 10

Change by imposition

Question 11

Creolization

Answer 11

When change results in mixing cultures

Question 12

Cultural Diffusion

Answer 12

When contact among countries brings change

Question 13

A common language is a unifying force, but many countries

Answer 13

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

Question 14

English has become…

Answer 14

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

Question 15

Many strong values are a result of

Answer 15

a dominant religion

Question 16

Social stratification is determined by

Answer 16

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

Question 17

Businesses reward

Answer 17

meritocracy more highly in some societies

Question 18

Group affiliations can be

Answer 18

• ascribed or acquired
• a reflection of class and status

Question 19

Country-by-country attitudes vary toward

Answer 19

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

Question 20

The desire for material wealth is

Answer 20

• a prime motivation to work
• positive for economic development

Question 21

People are more eager to work if

Answer 21

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

Question 22

Masculinity-femininity index

Answer 22

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

Question 23

A high-masculinity culture prefers

Answer 23

“live to work”

Question 24

A high femininity culture prefers

Answer 24

“work to live”

Question 25

Hierarchy-of-needs theory of motivation

Answer 25

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

Question 26

The hierarchy of needs

Answer 26

- may differ among countries - is useful in decision how to motivate differently among countries

Question 27

There are national variations in the preference for

Answer 27

autocratic versus consultative management

Question 28

Power distance

Answer 28

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

Question 29

Provision of better workplace conditions motivates

Answer 29

collectivists

Question 30

Challenges motivate

Answer 30

individualists

Question 31

High individualism

Answer 31

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

Question 32

High collectivism

Answer 32

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

Question 33

Four types of risk-taking behaviour

Answer 33

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

Question 34

Risk-taking behaviour differs among nationalities because of their

Answer 34

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

Question 35

Uncertainty avoidance

Answer 35

describes a trait of being uncomfortable with ambiguity

Question 36

Future orientation

Answer 36

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

Question 37

Genetics and language may cause

Answer 37

differences in perception of cues

Question 38

Low-context cultures

Answer 38

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

Question 39

High-context cultures

Answer 39

people tend to understand and regard indirect information as pertinent

Question 40

Managers are helped by knowing whether cultures favour

Answer 40

- focused or broad information - a particular way of classifying information - sequential or simultaneous handling of situations - handling principles versus small issues first

Question 41

Monochronic cultures

Answer 41

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

Question 42

Polychronic people (and cultures)

Answer 42

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

Question 43

Idealism cultures

Answer 43

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

Question 44

Pragmatic cultures

Answer 44

focus more on details than on abstract principles

Question 45

Cross-border communications

Answer 45

do not always translate as intended

Question 46

Silent language

Answer 46

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

Question 47

Host cultures

Answer 47

do not always expect foreigners to adjust to them

Question 48

When doing business in a similar culture, companies

Answer 48

- usually have to make fewer adjustments - may overlook subtle differences

Question 49

Cultural distance

Answer 49

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

Question 50

Culture shock

Answer 50

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

Question 51

Reverse culture shock

Answer 51

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

Question 52

Polycentric management

Answer 52

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

Question 53

Ethnocentric management

Answer 53

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

Question 54

Ethnocentrism

Answer 54

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

Question 55

Geocentric management

Answer 55

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

Question 56

Management of change

Answer 56

is important because people do not necessarily accept change readily