new contacts of employment be required? Where should the headquarters of the combined operation be located? How can the companies’ information technology systems be integrated? “It takes a certain humility to make a merger work‚” says Charles Hampden-Turner‚ co-author of Building Cross-cultural Competence. “It doesn’t follow that your company is a better one simply because it has taken another company over. It just means that you’ve got more money and have been prepared to pay‚” he says. Work on
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Degree of identification with your organization McNeil’s Version of Hofstede (McNeill‚ 2007) Process vs. Results Employee vs. Job Parochial vs. Professional Open vs. Closed System Loose vs. Tight Control Normative vs. Pragmatic Trompenaars/Hampden-Turner’s Seven Orientations (Mind Tools) Universalism vs. Particularism Individualism vs. Communitarianism Specific vs. Diffuse Neutral vs. Emotional Achievement vs. Ascription Sequential vs. Synchronous Time Internal vs. Outer Direction
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The Emerald Research Register for this journal is available at www.emeraldinsight.com/researchregister The current issue and full text archive of this journal is available at www.emeraldinsight.com/0262-1711.htm The effect of organisational culture and leadership style on job satisfaction and organisational commitment A cross-national comparison Peter Lok Australian Graduate School of Management‚ UNSW‚ New South Wales‚ Australia The effect of organisational culture 321 Received April
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SUMMARY INTRODUCTION 2 PART I: ANALYSE THE CULTURAL DIFFERENCES 3 I - THE HOFSTEDE FRAMEWORK 3 II - THE TROMPENAARS FRAMEWORK 5 III - EDWARD HALL - LOW AND HIGH CONTEXT 8 PART II: RECOMMANDATIONS I – RECOMMENDATIONS RELATING TO THE FRAMEWORKS 9 II- VALUES IN THE BUSINESS 10 III - MEETINGS AND GREETING NORMS 10 IV - TOP TIPS ON SWEDEN BUSINESS CULTURE 12 CONCLUSION 14 BIBLIOGRAPHY 15 INTRODUCTION Sweden is a beautiful country with a god way
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under Geert Hofstede Cultural Dimensions 3 4.1.1 Power Distance 4 4.1.2 Individualism versus Collectivism 4 4.1.3 Masculinity versus Femininity 4 4.1.4 Uncertainty Avoidance 4 4.1.5 Long term orientation 5 4.2 Cuban culture under Fons Trompenaars Cultural Dimensions 5 4.3 Cuban culture under Ednlard T. Hall Cultural Dimensions 6 5 Impact of culture on leadership and organization behavior in Cuba 6 5.1 Impact of culture on leadership in Cuba 6 5.1.1 Impact of Cuban history on leadership
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Developing your revision: the authors‚ their ideas and the relevance. The following chart will be a good way of developing strong associations between 25 authors that you have encountered on the course‚ their theories and ideas‚ and the world around us in organisations and their environment. Don’t expect to remember all of them for the exam‚ but pick out the ones you find most important. They are not in any sense a priority list‚ and do add more as you come across them. One example is already
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Citations: and Replications‟‚ Organization Studies 15(3)‚ 447–456. Trompenaars‚ F & Hampden-Turner‚ C (1997) Riding the Waves fo Culture Understanding Cultural Diversity in Business. 2nd ed. Finland: Nicholas Brealey. Williamson‚ D (2002) Forward from a critique of Hofstede ’s model of national culture. Human Relations. 55 (11) 1373
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ABSTRACT: Along with the trend toward globalization‚ communication across cultural and national boundaries has a significant effect on business. The Dutch management researcher Geert Hofstede’s work of culture dimensions is regarded as an approach to measure inter-cultural differences to business for scholars and practitioners. However‚ such a significant work does not escape criticism. Even though his theory consummates to six dimensions based on varies datum and is widely applied by many academics
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Globalisation had brought new and common standard for worldwide. The norm‚ consumption attitude‚ believes and personal preference had been made into common. The global process shows fast growing speed make business communication becomes more multicultural. It also leads to complex condition in business. The growing need for cross culture ethic that require more regulations such as equal treatment‚ work safety guarantee and environment friendly policy. Under the globalisation trend‚ economic links
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1. Current situation After five years of a great success on the Saudi Arabian market American manufacturer of precision steel products – Bladeco Corporation had been made to make some changes. In order to protect the local producers‚ government levied costly tariffs and trade restrictions on the foreign enterprises. The only way to avoid those regulations was forming a joint venture with a national company. Therefore Bladeco signed a contract with Mid-East steel Merchants‚ a subsidiary of the Al
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