capabilities and habits‚ acquired by a man” (Taylor‚ 1871‚ cited by the Stanford Encyclopedia of Philosophy)‚ culture was always regarded as a sort of “collective programming of the mind that distinguishes people of one group or category from another” (Hofstede‚ 2001). These wide definitions express not only the difficulty to describing such a broad social category‚ but also emphasizes on the differences in the research approach‚ the level at which we explore it‚ its scope‚ manifestations‚ its relations
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Analysis of Potential Markets for Company A Abstract This research article will try to make a detailed analysis of the business culture of China‚ India‚ Brazil and Nigeria‚ in order to provide more information for the decision-making of the company A‚ which is famous shoe maker‚ located in Northampton‚ the United Kingdom‚ as an essential part of its international expansion. Literature review will be adopted as the research method‚ to gather the secondary data‚ for the analysis and discussion
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References: Halliday‚ A.‚ Hyde‚ M.‚ and Kullman‚ J. (2004). Intercultural communication. New York: Routledge. Hofstede‚ G. (2001). Culture’s Consequences: Comparing Values‚ Behaviors‚ Institutions and Organizations Across Nations. Second edition. Sage Publications. Lippmann‚ Walter. ([1922] 1965). Public Opinion. New York: Free Press. Pattiwael‚ A. (2015). Stereotyping
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Hofstede article ‘Hofstede’s model of national cultural differences and their consequences: A triumph of faith – a failure of analysis’: In particular‚ McSweeney questions the plausibility of national cultures being systematically causal‚ i.e. that the identification of the differences causes or leads directly to the behaviour of the nation or people from that nation. McSweeney is also concerned that Hofstede ’s work has led others to believe that influential national cultures exist and that
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Ethical traditions. (Kwok & Levine‚ 2009) 1.3.3 Ethical concerns and issues. (Bellows‚ 2004) 1.3.4 Ethnic prejudice. 1.3.5 Taboos. 1.4 Values‚ Attitudes‚ Manners‚ and Customs. 1.4.1 Hofstede’s five cultural dimensions. (Hofstede‚ 2005) 1.4.2 Trompenaars seven value dimensions. (Trompenaars‚ 2010) 1.4.3 Dual roles of Islam and the Bedouin tradition in defining values. systems and national worldview. (Etc.‚ 2009; Etc.2010) 1.4.4 Attitudes toward government regulation of business and society. 1.4.5 Impact
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References: China - Geert Hofstede. (n.d.). Cultural Insights - Geert Hofstede. Retrieved March 25‚ 2013‚ from http://geert-hofstede.com/china.html Agency with 24/7 Tour Service - TravelChinaGuide. Retrieved March 25‚ 2013‚ from http://www.travelchinaguide.com/intro/religion/ Liu‚ Y. (n.d.). Cultural Factors and Rhetorical
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History-Mongolian Influences on China and Russia. Retrieved 04 07‚ 2011‚ from Socyberty : http://socyberty.com/history/mongolian-influences-on-china-and-russia/#5min Canada-Mongolia Bilateral Relations Canadian Geert Hofstede Cultural Dimensions Explained. (n.d.). Retrieved 04 19‚ 2011‚ from Geert Hofstede: http://www.geert-hofstede.com/hofsrede_canada.shtml CIA FITT. (2008). In Global Business Environment: Fifth Edition (pp. 150-168). FITTskills. Mongolia. (n.d.). Retrieved 04 08‚ 2011‚ from Global Road
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This essay aims to explore benefits and disadvantages for managers to use sophisticated stereotypes. Stereotypes provide international managers an advantage of ‘first guess’ about cultural behaviors in countries and organizations so that they can develop appropriate strategies to cope with cross-cultural problems. However‚ it causes three drawbacks. If stereotyping is judging a group of people on the basis of theoretical concepts‚ it will be called ‘sophisticated stereotyping’ (Osland and Bird‚ 2000)
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by Gershon Braun‚ Source: Selfmade ..........................5 Illustration 2: Tabular overview of company‚ Source: Selfmade…………………….…..…7 Illustration 3: Tabular overview of India‚ Source: Selfmade ……………………………….7 Illustration 4: 5D-concept by Geert Hofstede‚ Source: http://www.grin.com/object/ document.201177/935bb5f800a83c2b1f0012d62b7087e1_LARGE.png ....10 Illustration 5: Differences Germany/India according 5D-Model‚ Source: http://geerthofstede.com/germany.html ...............................
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Adidas-Group: http://www.adidas-group.com/en/investorrelations/strategy/adidas/default.aspx Adidas Group eHow. (2012‚ November 23). What Countries Manufacture Adidas. Retrieved from wHow: http://www.ehow.com/info_8187202_countries-manufacture-adidas.html Geert Hofstede QuickMBA. (2012‚ November 23). Strategic Management. Retrieved from Quick MBA: http://www.quickmba.com/strategy/global/marketentry/ The guardian The World Bank. (2012‚ December 6). Data. Retrieved from the World Bank: http://data.worldbank.org/
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