across cultures. As stated byOsland (1990‚ p. 4) ``The single greatest barrier to business success is the one erected by culture’’. Hofstede (1983) defines culture as "the mental programming of the mind which distinguishes the members of one human group from another" (Hofstede 1983 p. 25). Through the comparison of Chinese culture and Australian culture using Hofstedes five cross-cultural dimensions: power distance‚ uncertainty avoidance‚ masculinity‚ individualism‚ and long-term orientation an insightful
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Contents Contents 2 DIMENSIONS OF NATIONAL CULTURES 3 INTRODUCTION 3 The Four Dimensions: 3 Ancient Roots of Culture 4 Geert Hofstede Cultural Dimensions 5 Indulgence versus Restraint 6 Geert Hofstede Scores for BRIC Countries 6 Geert Hofstede Scores and Social Media Usage in BRIC Countries 7 References 8 DIMENSIONS OF NATIONAL CULTURES INTRODUCTION Hoftede Geert operated in an international environment since 1965. His curiosity as a social psychologist led him to the comparison
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2. Review In project management (PM)‚ Hofstede (1984: 1) point out that the technique of management‚ which is proper in one culture‚ is not necessarily appropriate in another. Hofstede advocated four cultural dimensions: power distance (PDI)‚ uncertainty avoidance (UAI)‚ individualism-collectivism (IDV) and masculinity-femininity (MAS)‚ which is called Hofstede cultural framework (Bredillet et al. 2010). Another significant factor is GDP/Capita. Hofstede (2001: 60) argue that GDP/Capita can exert
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Christopher Gibbs Business 481 Case Analysis 11-14-2011 Teva Pharmaceutical Current Strategic Profile More than 100 years ago Teva Pharmaceuticals opened their doors as a wholesale drug distributor in Jerusalem. Today they have become the world’s leading producer of generic pharmaceuticals. Revenue has grown from $91 million in 1985 to $8.5 billion in 2006. This growth has not been easy and derives from key strategic decisions made along the way in order to amass these huge dollars amounts
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culture. Hofstede has defined power distance as “the extent to which inequality in power is accepted and considered as normal by less powerful people in a society.”(Hofstede‚ p. 307‚ 1986). He divided this dimension into two categories: 1. Small 2. Large Small power distance: Small power distance means that the extent to which less powerful people accept the social inequality is small‚ that is members of a society are treated as equal as possible in an unequal society. (Hofstede‚ p. 307
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Hennart‚ J. & Zeng‚ M. (2002). Cross-Cultural Differences and Joint Venture Longevity. Journal of International Business Studies 33(4)‚ 699-716. Hill‚ W. (2005). International Business – Competing in the Global Marketplace. 5th ed. Prentice Hall. Hofstede‚ G. (2001). Culture’s Consequences. 2nd ed. USA: Sage Publications‚ Inc. Meschi‚ P. & Roger‚ A. (1994). Cultural context and social effectiveness in international joint ventures Mission. (2008). Sony Ericsson – Mission. Retrieved April 5th‚ http:/
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to focus on the people working in their companies‚ need to take differences among them into account and especially when it comes to managing in various countries‚ cultural‚ natural and unavoidable differences have to be taken into consideration ( Hofstede 1987). Regarding the latter‚ management ideas or management concepts differ a lot. This is why those concepts‚ in particular Human Resource Development‚ have different definitions and approaches depending on what country you are looking at‚ on the
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TM Industries in 2012 A report from the Economist Intelligence Unit www.eiu.com/industry Industries in 2012 Foreword: Industries in 2012 W ith disappointing economic growth in the US and the prospect of outright collapse in the euro zone‚ it is hardly surprising that a majority of the 900 business executives we surveyed recently were pessimistic when we asked their outlook for the global economy in 2012. These survey results are discussed in detail in this report‚ along with our
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Cultural Diversity Paper Power Distance & Employee Satifaction Summary The purpose of this paper is to examine the relationship between power distance and employee satisfaction. Power distance is one of Geert Hofstede´s five cultural dimensions. Hofstede is a Dutch sociologist that has been studying cultures for over 40 years. Power distance can be defined as “the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is
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Retrieved January 27‚ 2013‚ from Time: Business & Money: http://www.time.com/time/business/article/0‚8599‚2031165‚00.html The Hofstede Center. (n.d.). Italy - Geert Hofstede. Retrieved January 27‚ 2013‚ from Geert-Hofstede.com: http://geert-hofstede.com/italy.html The Hofstede Center. (n.d.). Japan - Geert Hofstede. Retrieved January 27‚ 2013‚ from Japan - Geert Hofstede: http://geert-hofstede.com/japan.html
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