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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Contents 1.0 Introduction 2 1.1 Benefits to the Hogshead 2 2.0 Typologies 3 2.1 Hofstede 3 2.1.0. Power Distance 3 2.1.1 Individualism Vs Collectivism 4 2.1.2 Masculinity vs. Femininity 4 2.1.3 Uncertainty avoidance 5 2.2 Trompenaars 6 2.2.0 Universalism vs. Particularism 6 2.2.1 Neutral Vs. Emotional 7 2.2.2 Specific Vs. Diffuse 7 2.2.3 Achievement Vs. Ascription 7 3.0 Motivation 8 4.0 Gender Roles 9 5.0 Time and Culture 10 6.0 Human Resource Management 10 7.0 Organisational
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Bibliography: Czinkota‚ M. R. and Ronkainen‚ I. A. 2004‚ International Marketing‚ 7th ed‚ Thomson South-Western. Deckers‚ W. (2004)‚ China‚ ‘Globalisation and the World Trade Organisation‚’ in Journal of Contemporary Asia‚ Manila: Vol.34‚ Iss Hofstede‚ G. and Hofstede‚ G. J. 2005‚ Cultures and Organisations: Software of the Mind‚ McGraw-Hill‚ New York. Hougan‚ G.‚ Hung‚ C. L. & Wardell‚ R. (2000)‚ ‘Research note: Product Adaptations for the Chinese’‚ Thunderbird International Business Review‚ 42 (5)
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refer to Figures 4–5‚ 4–6‚ and 4–7. In answering this question I will use the dimensions that Geert Hofstede identified to attempt to provide a composite picture of the cultures. The four dimensions Geert Hofstede examined were power distance‚ uncertainty avoidance‚ individualism and masculinity (Luthans & Doh‚ 2012). Power distance deals with the fact that all individuals in societies are not equal – it
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"Country profile: Indonesia"‚ viewed 14 Aug Federal Research Division Library in Congress (2004)‚ "Country profile: Singapore"‚ viewed 14 Aug. 2006‚ . Harvey‚ F Hofstede‚ G. (2004)‚ "Indonesian and Singaporean Geert Hofstede Cultural Dimensions"‚ ITIM International‚ viewed 15 Aug. 2006‚ . Hofstede‚ G Hofstede‚ G. (2004)‚ "Singaporean Geert Hofstede cultural dimensions"‚ ITIM International‚ viewed 15 Aug. 2004‚ . Makmur‚ H Miller‚ S. (2003)‚ "Negotiation approaches: direct and indirect effect of national
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CULTURE: USA vs. CHINA Learning about other cultures in business will necessitate learning new concepts of time and space as well as new values and attitudes. The different business etiquettes employed by the American and Chinese can be attributed to the differences in their historical and cultural development. Whilst many things in China are in a state of constant flux‚ some things remain deeply rooted in the old culture of the country and one of the things which changes most slowly in any
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Theoretical Diversity. Journal of management‚ 30(6)‚ 907-931. Czinkota‚ M.R.‚ & Johnston W.J. (1983). Exporting: Does Sales Volume Make a Difference? Journal of International Business Studies‚ 14(1)‚ 147-153. Drogendijk‚ R. & Slangen‚ A. (2006). Hofstede‚ Schwartz‚ or managerial perceptions? The effect of different cultural distance measures on establishment mode choices by multinational enterprises. International Business Review‚ 15(4)‚ 361-380. Eden‚ L. & Miller‚ S.R. (2004). Distance Matters:
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Vivek Thakkar Professor Nancy Florida ASIAN 464 – Islam in SE Asia 4 April 2013 A Critical Review of Radical Pathways: Understanding Muslim Radicalization in Indonesia Abstract As the Associate Professor and Head of the Centre of Excellence for National Security at the S. Rajaratnam School of International Studies in Singapore‚ Kumar Ramakrishna has been a frequent speaker on counterterrorism for local and international audiences as well as a regular media commentator on the issue. In
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Summary Cultures and organisations The Dimensions of Culture Geert Hofstede defines culture as follows: "Culture is the collective programming of the mind which distinguishes the members of one human group from another". By this definition he emphasizes that culture is not a property of the individuals‚ but of groups. It is a collection of more or less shared characteristics possessed by people who have been conditioned by similar socialization practices‚ educational procedures‚ and life experiences
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of in various cultures (Trompenaars‚ 1993). Hence‚ basic cultural analysis should be conducted to better plan the new manufacturing business unit in Brazil where there are many differences from the Swedish culture. The famous analytic models from Hofstede (1980) and Trompenaars (1993) are applied to identify the key distinct dimensions of the two national cultures in terms of their management implications. Cultural Analysis The most influential factors chosen from Hofstede’s model are PD and UA
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