The term globalization is very broad and therefore it is necessary to define it.[...]
In order to be able to imagine how profound globalization is, it is by far not enough just to say that our whole planet is involved. It is essential to look at all the different aspects of affairs all around the world.[...]
Table of Contents
1. Globalization
1.1 Definition
1.2 Globalization in the past and nowadays
1.3 Globalization and the future
1.4 Conclusion about the Chances and Risks of Globalization
2. Culture
2.1 Definition
2.2 Cultural diversity
2.2.1 Different cultural models
2.2.1.1 The 5- Dimensions of Hofstede
2.2.1.2 The 7-Dimensions of Trompenaars
2.2.1.3 Cultural Categories by Richard D. Lewis
2.3 Culture and its role
2.4 Cultural values and social responsibilities
3. Globalization and Culture
Objectives and Core Themes
This work examines the multifaceted relationship between globalization and culture, exploring how international processes influence diverse societies and how cultural norms in turn affect global development, business strategies, and social responsibilities. It seeks to define the current global atmosphere and the role of future management in fostering balanced cross-cultural exchanges.
- The economic and social definition of globalization
- Theoretical models of cultural diversity (Hofstede, Trompenaars, Lewis)
- The impact of cultural values on employee motivation and business behavior
- Strategies for managing social responsibility in an international context
- The interplay between globalization and cultural preservation
Excerpt from the Book
2.2.1.3 Cultural Categories by Richard D. Lewis
The division of cultures into the three different categories; linear-active, multi-active and reactive; is the most current study on cultures of those we have mentioned. This categorization is held simple and straightforward which makes it easier to understand for its users than others with their vast dimensions.
Lewis categorizes culture into linear-active, multi-active and reactive.
People that belong to a linear-active culture are most likely to do one thing at a time, they stick to their schedule and get unhappy when somebody else is late for a meeting and makes them running behind schedule. They like to stick to one activity and finish it in time it before starting something else. They are of the opinion that in this way they will be most efficient and will get done more than in any other way.
Understandably enough multi-active people think the same way about their way of getting things done. The only difference is that they do it in a completely other way.
Summary of Chapters
1. Globalization: This chapter defines globalization from both business and holistic perspectives, tracing its historical evolution and discussing future scenarios, including risks and opportunities for world development.
2. Culture: This chapter explores the theoretical foundations of culture, including Hofstede’s “mental programming” and various classification models by Trompenaars and Lewis, while addressing the role of culture in motivation and business.
3. Globalization and Culture: This chapter investigates the reciprocal influence between global integration and local cultures, questioning the power dynamics of industrialized nations and the potential for cultural growth through exchange.
Keywords
Globalization, Cultural Diversity, Hofstede, Trompenaars, Richard D. Lewis, International Management, Mental Programming, Cross-Cultural Communication, Social Responsibility, Linear-active, Multi-active, Reactive, World Economy, Corporate Culture, Intercultural Competence
Frequently Asked Questions
What is the fundamental focus of this publication?
The work focuses on analyzing the complex interplay between the ongoing process of globalization and the distinct cultural frameworks that govern human behavior and business practices globally.
Which key thematic areas are addressed?
The central themes include the definition and history of globalization, various scientific models for categorizing cultural differences, the role of culture in employee motivation, and the social responsibilities of multinational enterprises.
What is the primary research goal?
The goal is to understand how cultural factors impact global business operations and whether globalization tends to homogenize societies or if cultural diversity remains a significant, driving factor in world affairs.
Which scientific methods are employed?
The author utilizes a qualitative analytical approach, synthesizing existing academic theories (Hofstede, Trompenaars, Lewis) and referencing expert interviews and practical corporate case studies to derive insights.
What content is covered in the main section?
The main section details cultural dimensions and categorization models, demonstrates their application in business through practical examples, and examines the tension between economic globalization and traditional cultural values.
How can this work be characterized by its keywords?
The work is defined by terms such as cross-cultural management, global integration, cultural intelligence, and the ethical considerations of international corporate expansion.
What does the "mental programming" concept explain?
Derived from Geert Hofstede, this concept explains that human behavior is predictable to a certain degree because individuals are "programmed" by their culture across universal, collective, and individual levels.
Why are linear-active and multi-active cultures often prone to misunderstandings?
Misunderstandings occur because linear-active cultures prioritize punctuality and single-tasking, while multi-active cultures are more flexible and prioritize social relationships over strict adherence to schedules.
What role does silence play in reactive cultures?
In reactive cultures, silence is highly valued as a communication tool; it signifies respect and thoughtful listening, contrasting with western cultures that may favor active, verbal debate.
How does the author view the influence of the "rich 20 percent" on global development?
The author highlights, through the perspective of Professor Radermacher, that dominant nations often dictate global rules for their own convenience, sometimes utilizing historical "divide and conquer" strategies.
- Quote paper
- Josephine Brömme (Author), 2010, Globalization and Culture in the context of Intercultural Management, Munich, GRIN Verlag, https://www.grin.com/document/172206
