Trompenaars and Hamden Turner classified cultures along a mix of behavioral and value patterns. Their research focuses on the cultural dimensions of business executives. 1. Universalism vs. Particularism (What is more important‚ rules or relationships?) Universalistic Countries: focus more on formal rules than relationships; believe that their ideas and practices can be applied worldwide without modification (Germany‚ UK‚ US) Particularistic countries: more emphasis on relationships than rules
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Fons Trompenaars is a Dutch author in the field of cross-cultural communication. His books include: Riding the Waves of Culture‚ Seven Cultures of Capitalism‚ Building Cross-Cultural Competence‚ 21 Leaders for the 21st Century and Innovating in a Global Crisis . Trompenaars studied Economics at the VU University Amsterdam and later earned a Ph.D. from Wharton School‚ University of Pennsylvania‚ with a dissertation on differences in conceptions of organizational structure in various cultures. He
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The Indian culture referring to the Seven Dimensions of Trompenaars and Hampden-Turner (THT) In order to explain the Indian culture according to THT´s cultural dimension it is necessary to have some general information in the back of the head. India is a Democratic Republic consisting out of 26 states each having an own government.( Kobayashi-Hillary‚Mark: 2004: 6) India belongs to the Commonwealth of nations due to the fact that it has been a British colony in the 19th century. This association
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Geert Hofstede™ Cultural Dimensions * Average Hofstede Dimensions of all counties surveyed Power Distance Index (PDI) that is the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally. This represents inequality (more versus less)‚ but defined from below‚ not from above. It suggests that a society ’s level of inequality is endorsed by the followers as much as by the leaders. Power and inequality‚ of
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Fons Trompenaars’ Four Types of Corporate Culture Guided Missile – a project-oriented approach; concerned with results. This group looks for practical solutions to shared challenges via multi-disciplinary teams. The U.K. and U.S. fit into this group. Familial – this is a power-oriented model in which a ‘family’ approach is taken. Power comes from high but is well known and there is a deep concern for all members. Japan and Belgium fit into this model. Eiffel Tower – a role-oriented group in which
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III/ Fons Trompenaars: Kazakhstan is a collective country which prioritizes the group’s needs before individual’s needs. This also means that the people are focusing on the relationship and consider relationship as an important thing. Hence‚ there is a reason for the apparition of nepotism and cronyism in Kazakhstan because they tend to give work to someone that they well know. In addition‚ Kazakhs estimate people based on caste system‚ then people with low caste can not take a high job’s position
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2. In what way has Trompenaar´s research helped explain cultural differences between the united states and France? The Guide Missile culture‚ is a concept lead from Trompenaar´s research (egalitarian tasks / results oriented). In this case there is a low attachment to the company‚ but a strong commitment to professionalism. People show a strong focus on achieving results‚ the actual status does not depend so much on the skills possessed by the hierarchical role but on the contribution to the improvement
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Business Ethics in Brazil and the U.S.: A Comparative Investigation ABSTRACT. In this comparative survey of 126 Brazilian and U.S. business professionals‚ we explore the effect of national culture on ethical decisionmaking within the context of business. Using Reidenbach and Robin’s (1988) multi-criteria ethics instrument‚ we examined how these two countries’ differences on Hofstede’s individualism/collectivism Rafik I. Beekun (Ph.D.‚ The University of Texas‚ Austin) is Professor of Management
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Trompenaars vs. Hofstede 1. 2. Introduction ................................................................................................................................ 2 Cultural Dimensions of Hofstede and Trompenaars ................................................... 3 3. 4. 5. 6. 7. Analogies or identities of the cultural dimensions ...................................................... 5 Differences of the dimensions ...................................................................
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virtual teams‚ the leadership of multicultural teams and the formation of German-Swedish project teams. The main components of the theoretical framework are cultural models which serve as basis for our analysis are Hofstede’s five dimensional model‚ Trompenaars and Hampden-Turner’s model and Hall’s model. For our research we interviewed eight members of German-Swedish project teams. We discovered problems among German-Swedish project team members deriving from differences in the communication styles‚ in
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