Fachhochschule Köln Cologne University of Applied Sciences Faculty of Economics and Business Administration Research paper of the discipline “Cross Cultural Competence SS 2012” Made by: Brovchenko Ekaterina Dzyuba Stanislav Shushunina Tatiana 2012 Content Summary 1.Targets
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Hampden-Turner‚ C. 1990‚ Creating Corporate Culture‚ Addison-Wesley‚ Massachusetts. Handy‚ C. 1993‚ Understanding Organizations‚ Penguin‚ London. Hofstede‚ G.‚ Neuijen‚ B.‚ Dval Ohayv‚ D. & Sanders‚ G. 1990‚ ‘Measuring Organizational Cultures: A Qualitative and Quantitative Study Across Twenty Cases’‚ Administrative Science Quarterly‚ vol. 35‚ pp 286-316. Hofstede‚ G. 1991‚ Cultures and Organizations‚ McGraw-Hill‚ London. 98 The Management of Organisational Culture Willcoxson & Millett R. Kilmann‚ M. Saxton
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Published in Human Relations‚ Vol. 55‚ No. 1‚ [January] 2002‚ pp. 89-118 HOFSTEDE ’S MODEL OF NATIONAL CULTURAL DIFFERENCES AND THEIR CONSEQUENCES: A TRIUMPH OF FAITH - A FAILURE OF ANALYSIS Brendan McSweeney University of Essex ABSTRACT Geert Hofstede ’s legendary national culture research is critiqued. Crucial assumptions which underlie his claim to have uncovered the secrets of entire national cultures are described and challenged. The plausibility of systematically causal
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Monitor‚ Soft drinks in India‚ Industry report‚ Reference Code: 0102-0802‚ May 2011 Harish‚ R. and Gopal‚ B. S.‚ Coca-Cola in India: A Responsible Corporate Citizen? The Icfai University Journal of Corporate Governance‚ Vol. VII‚ No. 4‚ 2008 Hofstede‚ G Hofstede‚ G. (2001)‚ Culture’s Consequences: Comparing Values‚ Behaviors‚ Institutions‚ and Organizations Across Nations‚ Sage‚ Thousand Oaks‚ CA. Tuesday‚ April 17‚ 2012 http://www.fnbnews.com/article/detnews.asp?articleid=31715&SectionId=17‚ retrieves
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Human Resource Management as a concept was formalised in the USA in the late 1970s and early 1980s‚ encapsulated in two famous textbooks (Beer et al. 1985; Fombrun et al. 1984). These approaches varied but both differentiated HRM from personnel management and argued that the former involved more integration of personnel policies across functions and with the corporate strategy (with HR being the downstream function); a greater role for line managers; a shift from collective to individual relationships;
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The importance and the influence of the corporate culture in a merger and acquisition context Authors: Tutor: Program: Hanane Makhlouk Olena Shevchuk Dr. Mikael Lundgren Master´s Programme in Leadership and Management in International Context Subject: Change Management Level and semester: Graduate‚ May 2008 Baltic Business School Acknowledgement First of all‚ we would like to express our gratitude to all the teachers involved in the Master Programme for their contribution
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national cultures of Japan and USA by using two theories and its impact on the corporate culture of Toyota. The models of “Edgar Schein” and “Charles Handy” will be used to analyze the corporate culture of Toyota while the models of “Greet Hofstede” and “Fons Trompenaars” will be used to analyze the national cultures. Afterwards the case study will discuss the climate of Toyota and the impact of the same to its success. Also the case study will analyze the reasons as to why the Toyota Company had to face
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EDEXCEL HNC & HND Business Organisations and Behaviour Course book‚ 2004‚ London: BPP Professional Education Handy‚ C.‚ (1987)‚ Cited in EDEXCEL HNC & HND Business Organisations and Behaviour Course book‚ 2004‚ London: BPP Professional Education Hofstede‚ G.‚ (1980) Cited in Mullins‚ L. J.‚ 2005‚ Management and Organisational Behaviour‚ Seventh Edition‚ Financial Times‚ Prentice Hall Kolb‚ D.‚ (1985)‚ Cited in Mullins‚ L. J.‚ 2005‚ Management and Organisational Behaviour‚ Seventh Edition‚ Financial
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first subjected to the four dimensions of Hofstede‚ and later they are analyzed for the applicability of one or both motivational theories. The Japanese culture values harmony highly and is very collectivistic. However‚ the country is tending towards more individuality. Furthermore‚ the Japanese accept a natural order; which implies a high degree of power distance. In addition to that the Japanese are uncertainty avoidant. Regarding the last dimension of Hofstede Japan can be characterized as shifting
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assimilator in cross-cultural management training Harrison‚ J.K. (1994). Developing successful expatriate managers: A framework for the structural design and strategic alignment of cross-cultural training Hofstede‚ G. (1980). Culture ’s consequences. Beverly Hills‚ CA: Sage Publications. Hofstede‚ G. (1993). Cultural constraints in management theories. Academy of Management Executive‚ 7(1)‚ 81-94. Hogan‚ G.W. & Goodson‚ J.R. (1990). The key to expatriate success. Training & Development Journal‚ January
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