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Cultural Dynamics

Cultural Dynamics. British Airways. Take off the shoes to win. I was meeting with a group of Japanese businessmen in Tokyo, and our morning discussions had not gone well. For lunch my hosts rented a private room in a

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Cultural Dynamics

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  1. Cultural Dynamics

  2. British Airways

  3. Take off the shoes to win I was meeting with a group of Japanese businessmen in Tokyo, and our morning discussions had not gone well. For lunch my hosts rented a private room in a restaurant. As is the custom, they took off their shoes. I was wearing my dress cowboy boots and removed them. No sooner had we sat cross-legged on the dining mats than I began to receive the first smiles and laughter of the day. I was puzzled until one man said, "Mickey Mouse," pointing to my socks. My children had packed this footwear, which they had given me for my birthday. Not realizing I would be taking off my boots, I wore the socks. That moment in the restaurant was the turning point of the trip, and before I left Japan we had an agreement.

  4. National Differences in Culture • What is CULTURE? • shared system of values and norms that offer a design for living • Values: abstract ideas about what is good, right and desirable • Norms: social rules and guidelines that prescribe appropriate behavior in particular situations

  5. Culture Quiz http://www.branchor.com/culturequiz.htm

  6. U.S. multinationals learn importance of culture USA Today 3/1/98

  7. Theoretical Frameworks to Understand Culture

  8. Reading Quiz • Name one of the cultural researchers in the readings. • Name the other cultural researcher in the readings. • What are the Silent Languages? • _______________ • _______________ • _______________ • What the the dimensions of culture? • _______________ • _______________ • _______________ • _______________ • What was the survey designed to measure?

  9. Categorization of Cultures • Low Context vs. High Context • Hofstede’s Dimensions of Culture • Masculine/ Feminine • Risk Avoidance • Power Distance • Individualism/ Collectivism

  10. I. High and Low Context Cultures • High Context Cultures (Japan, Saudi Arabia) • Meaning of individual behavior and speed changes depending on the situation • Nonverbal messages full of important and intended meanings, subtle • Important to “read between the lines”

  11. I. High and Low Context Cultures • Low Context Cultures (USA) • Intentions are expressed verbally, directly • Situation is not allowed to change the meaning of words and behavior • Straight talk

  12. Silent Languages • Five different silent languages • Time • Space • Material possessions • Friendship patterns (reciprocity) • Agreements (emphasis on legal contracts) • All have important economic implications

  13. II. Hofstede’s Model • Power Distance: tolerance of inequalities of intellectual and physical capabilities • Individualism versus collectivism: relationship between individual and his or her fellows

  14. II. Hofstede’s Model • Uncertainty avoidance: acceptance of ambiguous situations and tolerance of uncertainty. • Masculinity versus femininity: identification of gender and work roles (Japan - HI; Sweden - LO) • Confucian Dynamics: long term vs short term orientation

  15. Individualism and Power Distance Power Distance Index (PDI) GUA EQA COL PAN VEN PAK IDO Large power distance Low individualism COS Small power distance Low individualism 12 18 24 30 36 42 48 54 60 66 72 79 85 91 PER SAL TAL SIN KOR THA WAF CHL HOK PHL YUG MAL POR EAF MEX PHI GRE TUR URU ARA BRA JAM ira ARG JPN IND AUT ISR SPA FIN GER SAF NOR SWI FRA SWE IRE BEL DEN ITA CAN NZL Large power distance High individualism NET USA GBR Small power distance High individualism AUL 11 28 44 61 77 94 111 Figure 3-5 Source: G. Hofstede, “The Cultural Relativity of Organizational Practices and Theories,” Journal of International Business Studies 14 (Fall 1983), pp. 75-89.

  16. Uncertainty Avoidance and Masculinity Masculinity Index (MAS) Weak uncertainty avoidance Feminine Weak uncertainty avoidance Masculine 8 16 24 32 40 48 56 64 72 80 88 96 104 110 SIN JAM DEN HOK GBR SWE IRE MAL IND PHI USA CAN NOR IDO SAF NET NZL AUL EAF WAF IRA FIN SWI ARA THA GER TAI AUT PAK BRA ITA VEN COS ISR FRA CHL COL TUR SPA MEX PAN ARG KOR YUG PER SAL BEL JPN URU GUA POR Strong uncertainty avoidance Masculine Strong uncertainty avoidance Feminine GRE 5 23 41 59 77 95 Figure 3-6 Source: G. Hofstede, “The Cultural Relativity of Organizational Practices and Theories,” Journal of International Business Studies 14 (Fall 1983), pp. 75-89.

  17. Hofstede’s Classification of Triad Countries

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