is defined as a degree of inequality among people of the community (Thomas‚ 2008). Hofstede (2009) found that India is a country with a high power distance which means that they accept unequal power and wealth. Indians think that people on the top were destined to be on the top so they accepted their decisions due to the fatalism philosophy. However‚ the power distance in United States is relatively low (Hofstede‚ 2009). Uncertainty avoidance represents the extent to which people are frustrated
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Thailand vs. ‘Kathoey’ | 2 november 2010 Table of Contents I. Introduction……………………………………………………………………………….... 3 I.I. What is ‘Kathoey’…………………………………………………………………………. 3 I.II. How does one become ‘Kathoey’?.................................................................... 4 II. Power distance index (PDI) in ‘Kathoey’ culture………………………….. 5 II.I Power distance in the workplace………………………………………………….. 5 II.II Power distance in religion………………………………………………………….. 6 III. Masculinity vs
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across cultures. As stated byOsland (1990‚ p. 4) ``The single greatest barrier to business success is the one erected by culture’’. Hofstede (1983) defines culture as "the mental programming of the mind which distinguishes the members of one human group from another" (Hofstede 1983 p. 25). Through the comparison of Chinese culture and Australian culture using Hofstedes five cross-cultural dimensions: power distance‚ uncertainty avoidance‚ masculinity‚ individualism‚ and long-term orientation an insightful
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Contents Contents 2 DIMENSIONS OF NATIONAL CULTURES 3 INTRODUCTION 3 The Four Dimensions: 3 Ancient Roots of Culture 4 Geert Hofstede Cultural Dimensions 5 Indulgence versus Restraint 6 Geert Hofstede Scores for BRIC Countries 6 Geert Hofstede Scores and Social Media Usage in BRIC Countries 7 References 8 DIMENSIONS OF NATIONAL CULTURES INTRODUCTION Hoftede Geert operated in an international environment since 1965. His curiosity as a social psychologist led him to the comparison
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2. Review In project management (PM)‚ Hofstede (1984: 1) point out that the technique of management‚ which is proper in one culture‚ is not necessarily appropriate in another. Hofstede advocated four cultural dimensions: power distance (PDI)‚ uncertainty avoidance (UAI)‚ individualism-collectivism (IDV) and masculinity-femininity (MAS)‚ which is called Hofstede cultural framework (Bredillet et al. 2010). Another significant factor is GDP/Capita. Hofstede (2001: 60) argue that GDP/Capita can exert
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American Behavioral Scientist‚ 31‚ 348-400. Hofstede‚ G (1980a). Culture’s consequences: International differences in work-related values. Beverly Hills‚ CA: Sage. Hofstede‚ G (1980b). Motivation‚ leadership‚ and organization: Do American theories apply abroad? AMACOM‚ a division of American Management Associations. 42-63. Hofstede‚ G (1983). The cultural relativity of organizational practice and theories. Journal of International Business Studies‚ 75-89. Hofstede‚ G (2001). Culture’s consequences: Comparing
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culture. Hofstede has defined power distance as “the extent to which inequality in power is accepted and considered as normal by less powerful people in a society.”(Hofstede‚ p. 307‚ 1986). He divided this dimension into two categories: 1. Small 2. Large Small power distance: Small power distance means that the extent to which less powerful people accept the social inequality is small‚ that is members of a society are treated as equal as possible in an unequal society. (Hofstede‚ p. 307
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Blanchard (1969)‚ Life Cycle Theory of Leadership‚ Training and Development Journal‚ May 1969. Hodgetts‚ Richard M.‚ and Fred Luthans (2000)‚ International Management: Culture Strategy and Behavior‚ Boston. Hofstede‚ Geert (1991)‚ Cultures and Organizations: Software of the Mind‚ London: McGraw-Hill. Hofstede‚ Geert (1980)‚ Culture’s Consequences: International Differences in WorkRelated Values‚ Beverly Hills‚ CA: Sage. Human Assets Limited (2001)‚ Selecting and Developing your Future Leaders to Operate Globally
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Hennart‚ J. & Zeng‚ M. (2002). Cross-Cultural Differences and Joint Venture Longevity. Journal of International Business Studies 33(4)‚ 699-716. Hill‚ W. (2005). International Business – Competing in the Global Marketplace. 5th ed. Prentice Hall. Hofstede‚ G. (2001). Culture’s Consequences. 2nd ed. USA: Sage Publications‚ Inc. Meschi‚ P. & Roger‚ A. (1994). Cultural context and social effectiveness in international joint ventures Mission. (2008). Sony Ericsson – Mission. Retrieved April 5th‚ http:/
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to focus on the people working in their companies‚ need to take differences among them into account and especially when it comes to managing in various countries‚ cultural‚ natural and unavoidable differences have to be taken into consideration ( Hofstede 1987). Regarding the latter‚ management ideas or management concepts differ a lot. This is why those concepts‚ in particular Human Resource Development‚ have different definitions and approaches depending on what country you are looking at‚ on the
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