The aim of this case study is to build a cultural guideline for the managers in a medium-sized mechanical engineering business in south Germany working in Brazil. The guideline is based on Hofstede’s, Hall’s, and Rotter’s concept to evaluate cultural differences between Germany and Brazil.
Globalization is used to describe the interdependence of the world’s economies and cultures. These global interactions did reach its peak in the 19th century through technical breakthroughs such as steamships, railroads leading to an increase in human interactions throughout borders. Globalization did encourage the aspect of comparative advantage, meaning that each country can specify on products which require the least amount of resources. Trading these resources makes the production more efficiently, lowers the prize of goods and is daily practiced. Modern global economy makes intercultural cooperation indispensable for companies. International businesses face difficulties coming from a lack of intercultural understanding. Without the briefing on the cultural differences, misunderstandings and conflicts can occur easily. To keep up with the rising demand of intercultural interactions, it is mandatory to understand different cultures, values and their impact on the organizational operations within them. One of the most important tasks of a manager is to do the same task all over the world, but change how they do it. The strategy, structure, and actions suitable for the cultural background must change regarding the different cultural environment the manager is working at. In order to achieve organizational goals it is inevitable to adapt these aspects based on the socio-cultural environment. This goal can be achieved by cross-cultural management. Many studies have been obtained to answer conflicts arising from cross-cultural interactions. One aspect of addressing the roots of the cross-cultural conflicts is described by the dimensional approach by introducing multiple dimensions. Rotter defines national culture according to their locus of control (LoC) and uses a one dimensional model. Another approach to address cultural differences defined by Edward T. Hall does include the aspect of communication. The main focus here is on the verbal, as well as non-verbal communication and build on a three dimensional model. Hofstede explained the national culture according to a six dimensional model.
Table of Content
1. Introduction
2. The historical profile of Germany and Brazil
3. Cultural comparison between Germany and Brazil
3.1. Cultural dimensions according to Edward T. Hall
3.1.1. Cultural comparison between Germany and Brazil on Hall’s model
3.1.2. Fictive Example in a business background (Hall)
3.2. Cultural dimensions according to Geert Hofstede
3.2.1. Cultural comparison between Germany and Brazil on Hofstede’s model
3.2.2. Fictive example in a business background (Hofstede)
3.3. Cultural dimensions according to Julian B. Rotter
3.3.1. Cultural comparison between Germany and Brazil based on Rotter’s model
3.3.2. Fictive example in a business background (Rotter)
4. Conclusion
Objectives and Topics
This case study aims to provide practical guidelines for German managers operating in Brazil by analyzing cultural differences through the models of Hofstede, Hall, and Rotter to improve organizational cooperation.
- Analysis of national cultural dimensions and their impact on business behavior.
- Examination of communication styles, including high-context versus low-context approaches.
- Comparison of Locus of Control (LoC) and its influence on accountability and decision-making.
- Development of fictive business scenarios to illustrate cross-cultural misunderstandings.
- Formulation of management strategies for intercultural business success.
Excerpt from the Book
3.1.2. Fictive Example in a business background (Hall)
In the following I want to give a fictive example on misconceptions and misunderstandings occurring in a business background between two nations (here: Germany and Brazil) leading to a negative result.
A personal meeting is scheduled between a German manager and its Brazilian partner for the first time. The German is half an hour prior the meeting in the location and prepares all technical devices as well as beverages and snacks in the meeting room. He wants to be well prepared and doesn't want to make his partner wait for some unimportant settings. Ten minutes before the meeting everything is ready, and the German can recheck the contract again a very last time before the negotiation. Time passes and there is no sight of his Brazilian colleague. The German manager gets inpatient and checks his phone multiple times to see if he has missed a notification. Half an hour after the schedules appointment the Brazilian comes in the meeting room. He comes in calmly and does not seem stressed. He apologies quickly and mentioned he was talking with a business partner, who would not let him go. The German is a little annoyed by his excuse but does not show his feelings openly. He reaches out to shake hands with his meeting partner. The Brazilian grabs his arm, pulls the German towards him and gives him a hearty hug. The German feels embarrassed about the hug and does not know how to handle this situation. He pushed his colleague gently away to demonstrate that he feels uncomfortable. The Brazilian is perplexed by this situation. There was a short uncomfortable pause. Nevertheless, they try to continue the meeting by breaking the ice with small talk. After ten minutes the German does feel the urge to get back to the contract and the negotiations, he keeps trying to make a transition to the contract. The Brazilian does not respond to any of the attempts and finds the German’s behavior very rude. The conversation is very bumpy. Both partners left the meeting with an unsatisfied feeling. The negotiation did not even take place because of the communication problems.
Summary of Chapters
1. Introduction: Outlines the necessity of understanding intercultural differences in a globalized economy and defines the research scope for German-Brazilian business relations.
2. The historical profile of Germany and Brazil: Provides historical context on both nations, highlighting how past events have shaped their current social and economic structures.
3. Cultural comparison between Germany and Brazil: Investigates specific cultural frameworks and their practical application to the professional environment in both countries.
3.1. Cultural dimensions according to Edward T. Hall: Discusses concepts of personal space, time perception, and communication contexts to distinguish German and Brazilian interaction styles.
3.1.1. Cultural comparison between Germany and Brazil on Hall’s model: Applies Hall's theoretical framework directly to the differences observed between German and Brazilian interpersonal habits.
3.1.2. Fictive Example in a business background (Hall): Illustrates potential communication failures in a business setting through a concrete scenario involving a German and Brazilian professional.
3.2. Cultural dimensions according to Geert Hofstede: Introduces the six dimensions of national culture and their relevance for international business management.
3.2.1. Cultural comparison between Germany and Brazil on Hofstede’s model: Analyzes the quantitative data differences between the two nations regarding power distance, individualism, and other key indices.
3.2.2. Fictive example in a business background (Hofstede): Demonstrates how differences in Hofstede's dimensions influence the daily management styles and behaviors of two fictional managers.
3.3. Cultural dimensions according to Julian B. Rotter: Explores the concept of Locus of Control as a driver for individual behavior and societal response to responsibility.
3.3.1. Cultural comparison between Germany and Brazil based on Rotter’s model: Examines empirical data on the externality and internality of both populations regarding their perception of control.
3.3.2. Fictive example in a business background (Rotter): Uses a case study of a project delay to show how differing views on control affect problem-solving in a team environment.
4. Conclusion: Summarizes key findings and provides actionable recommendations for German managers to successfully navigate Brazilian business culture.
Keywords
Globalization, Intercultural Management, Hofstede, Hall, Rotter, Locus of Control, Germany, Brazil, Business Communication, Cultural Dimensions, High-context, Low-context, Personal Space, Monochronic, Polychronic
Frequently Asked Questions
What is the primary focus of this paper?
The paper focuses on identifying and analyzing cultural differences between Germany and Brazil to provide a comprehensive guideline for German managers working in a Brazilian business environment.
What are the central thematic areas?
The core themes include intercultural communication, national cultural dimensions, management styles, and the psychological concept of Locus of Control.
What is the primary research goal?
The goal is to help German managers mitigate misunderstandings and improve the effectiveness of their cooperation with Brazilian partners.
Which scientific models are applied?
The research utilizes Geert Hofstede’s 6D framework, Edward T. Hall’s concepts of context and time, and Julian B. Rotter’s Locus of Control theory.
What is the purpose of the fictive examples included in the chapters?
The examples serve to visualize the abstract theories in real-world business scenarios, highlighting where and how cross-cultural communication typically breaks down.
What characterize the cultural differences mentioned in the study?
Key differences include Germany's direct, low-context, and monochronic style versus Brazil's indirect, high-context, and more flexible approach to time and social relationships.
How does the Locus of Control influence professional behavior in Brazil?
The study indicates that Brazilian professionals often exhibit a higher degree of external control, meaning they may attribute outcomes to environmental factors or fate, whereas Germans lean towards internal control and individual accountability.
Why is the understanding of 'personal space' essential for business in this context?
As illustrated in the study, violations of personal space expectations—such as a German manager pushing away a Brazilian partner—can cause significant discomfort and damage the professional relationship.
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- Stonia Thorand (Autor:in), 2021, Cultural difference between Germany and Brazil in a business background, München, GRIN Verlag, https://www.grin.com/document/1164861
