By Fons Trompenaars
Enterprise throughout Cultures is the keystone booklet within the tradition for enterprise sequence. It offers an outline of all matters tackled within the different books of the sequence. Its specific objective is to supply executives with a cross-cultural viewpoint on how businesses meet the various wishes of shoppers, traders and staff; to introduce the most principles in enterprise in a multicultural context; and to teach how all of them healthy jointly.
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Extra resources for Business Across Cultures (Culture for Business Series)
Hence a company can adopt a global strategy in the extreme – by ignoring other cultures and replicating its original and successful universal approach across the world. It may run into problems, for example when trying to sell beef hamburgers in countries where religion may forbid beef. Or it can adopt a multi-local approach, where it adapts to each particular location in which it is trading. But as a consequence of this latter course, costs may rise because of loss of economies of scale to support different particular systems.
AFFECTIVE AND NEUTRAL CULTURES ACROSS FUNCTIONS The differences in the degree to which people express emotions correlate with job function. It is not surprising that computing and legal staff would rather have a heart attack than express their emotions. On the other hand, we find marketing, administrative, and manufacturing people most open about their emotions. 11. 11 Average “neutral” score across functions Variety in value differences Entropy Neutral–Affective Lowest (most important variable) Country Industry Job function Religion Corporate Climate/Culture Age Gender Highest (least important variable) Education RECONCILING AFFECTIVE AND NEUTRAL CULTURES Overly affective (expressive) and neutral cultures have problems in relating to each other.
INDIVIDUALISM VERSUS COMMUNITARIANISM The second of our dimensions covering how people relate to others concerns the conflict between what each of us wants as an individual, and the interests of the group to which we belong. Do we relate to others by discovering what each one of us individually wants and then trying to negotiate the differences, or do we place ahead of this some shared concept of the public and collective good? The 65,000 managers who have answered the following question have revealed their response to this dilemma.