1. Culture Dimensions Ethnographic Psychological

2. Cultural dimensions Ethnographic perspective (Hall): Interpersonal Communication –Low Context – High context Personal space –Large – small Use of time –Monochronic - polychronic

3. Psychological: Hofstede Learned behaviour Shared values Mutually reinforcing Evolving Impact on attitudes and behaviours Heterogeneous

4. Hofstede Dimensions Power distance –unequal power expected and accepted High PD  centralized, top-down control. Individualism versus Collectivism –individual rights more important than groups Masculinity versus Femininity –Competitive against nurturing Uncertainty Avoidance (UA) –Risk avoidance- risk taking Long-term vs. Short-term Orientation (LTO )

5. Hampden-Trompenaars Universalism vs. Particularism Analysing vs. Integrating Individualism vs. Communitarianism Inner-directed vs. Outer-directed Time: sequential vs synchronous Achieved status vs. Ascribed status Equality vs. Hierarchy

6. Anti western: Chinese Cultural background –Confucianism Filial piety; Loyalty to superiors; Social order; Gender roles; Mutual trust –Rank; Social harmony Business –General Guanxi: connections Mien-tzu: dignity, reputation, self-image: Lian; minzi Renqing: personal obligations –Family: gong-si

7. Changing cultures: Traditional  new Focus Traditional way Content Ethical behaviour Experience Paternalistic Conformity Solutions from top Focus Innovation Achievement Strategic behaviour Education Professional Individualistic Everyone solve problems See Steers and Naradon (2006)

8. Multinational adjustments and employees Ferner et al (2001): German multinationals operating in Britain and Spain. – parent-country system, host system Pressures: –to adopt standard 'Anglo-Saxon' (HR/IR) practces, explicit formal culture –German features persist –Institutional constraints of host country

9. Some References Bond, M.H. (2002) Reclaiming the Individual From Hofstede’s Ecological Analysis— A 20-Year Odyssey: Comment on Oyserman et al. Psychological bulletin 128(1): 73 -77. Ferner, A., Quintanilla, J., Varul, M.Z. (2001) Country-of-Origin Effects, Host-Country Effects, and the Management of HR in Multinationals: German Companies in Britain and Spain. Journal of World Business, 36(2): 107-127