As members of the BRICK states Brazil and People`s Republic of China are highly influential countries within this community of emerging markets. In contrast to several relationships of other countries the political and economical relationship of Brazil and China is quite young and it is not in line with the early period of industrialization. The formal relationship has been established in 1974, since it had ended with the Chinese revolution. Although the relationship is young, both countries have developed a remarkable business in the 21. Century. In 2009 China has become the largest commercial partner of Brazil. Yet the relationship does not only show it`s good sides, actually there are tensions in the relationship. Due to cheap Chinese imports, the Brazilian industry has is struggling with unemployment partly caused by Chinese low cost production. Besides that the economical relationship is quite asymmetric, as Brazil does mainly export basic raw materials and agricultural products and receives in return industrial and technological goods. It is interesting to recognize the behavior of politicians and industrial leaders due to their competition on one hand and their relationship on the other.
This is why Brazil`s and China`s relationship is an interesting topic for research. The following term paper analyzes, describes and compares the differences in culture on the base of the dimension theory of Dutch scientist and researcher Geert Hofstede.
Table of Contents
1 Introduction
2 Geert Hofstede – Cultural analysis of Brazil and China
2.1 Power distance
2.2 Individualism
2.3 Masculinity
2.4 Uncertainty Avoidance
2.5 Pragmatic
3 Appreciating diversity and improving cooperation
Research Objective and Core Themes
The primary objective of this paper is to analyze, describe, and compare the cultural differences between Brazil and China to facilitate improved cooperation within mixed project teams. By applying Geert Hofstede’s dimension theory, the research identifies key behavioral patterns and provides practical insights for effective cross-cultural collaboration.
- Application of Hofstede’s cultural dimensions theory
- Comparative analysis of Brazil and China’s societal values
- Evaluation of hierarchy, collectivism, and long-term orientation in business
- Identification of practical challenges in cross-cultural cooperation
- Strategic advice for professional interaction and relationship building
Excerpt from the Book
2.1 Power distance
Power distance is the first dimension described by Hofstede. This dimension describes the distance of power individuals do accept between different levels of hierarchy (cf. Hofstede, 2009, p.59). This evaluation of power distance occurs out of the perspective from employees or rather from subordinates. Power distance is relevant and comes up in every country`s society. It can be distinguished between a low and high distance of power. In societies with a low power distance Index, i.e. Germany with a value of 35, people expect to be respected and appreciated by each other. It is usual for Superiors to ask their employees for their opinion. An almost equal distribution of power is sought. In differentiation to that societies with a high power distance accept levels of hierarchy much more. Subordinates in those societies do not accept to be asked for their opinion. They will not contradict their superiors and expect them to be strong and assertive. Both, China and Brazil have a quite high value of power distance. This means that a manager’s decision will not easily be challenged.
Summary of Chapters
1 Introduction: This chapter provides an overview of the economic relationship between Brazil and China and introduces the research focus on cultural differences using Hofstede’s dimension theory.
2 Geert Hofstede – Cultural analysis of Brazil and China: This core section details the empirical framework, systematically analyzing both nations through specific dimensions like power distance, individualism, and uncertainty avoidance.
2.1 Power distance: Examines how both countries accept and maintain hierarchies, noting that subordinates in both cultures rarely contradict their superiors.
2.2 Individualism: Explores the collectivist nature of both societies and the importance of group relations and social ties such as "Dānwèi".
2.3 Masculinity: Discusses the differences in role allocation and performance-oriented values versus quality of life and work-life balance.
2.4 Uncertainty Avoidance: Analyzes how each culture manages uncertain situations, contrasting the low avoidance index of China with the high avoidance nature of Brazil.
2.5 Pragmatic: Focuses on the time-orientation of both cultures, highlighting the significance of long-term relationships like "guanxi" and "Jeitinho" in business.
3 Appreciating diversity and improving cooperation: Summarizes the findings and provides practical advice for improving interpersonal business relations and resolving cross-cultural tensions.
Keywords
Intercultural Competencies, Brazil, China, Hofstede, Power Distance, Individualism, Collectivism, Masculinity, Uncertainty Avoidance, Pragmatism, Cooperation, Guanxi, Jeitinho, Cross-Cultural Management, Business Relations
Frequently Asked Questions
What is the primary focus of this paper?
The paper focuses on analyzing the cultural differences between Brazil and China to enhance cooperation in professional project teams.
What are the core thematic areas?
The central themes include the application of Geert Hofstede's cultural dimensions, comparative societal analysis, and practical cross-cultural business interaction.
What is the main research objective?
The goal is to understand how cultural values influence cooperation and to provide actionable advice for business professionals working in mixed Brazil-China teams.
Which methodology is employed?
The study employs a comparative analysis based on the theoretical framework of Geert Hofstede’s dimension theory, supplemented by practical observations and expert interviews.
What topics are covered in the main section?
The main section covers five key dimensions: Power Distance, Individualism, Masculinity, Uncertainty Avoidance, and Pragmatism, followed by a practical assessment of diversity.
How is this paper characterized by keywords?
It is characterized by terms such as Intercultural Competencies, Hofstede, Business Relations, Guanxi, and Cross-Cultural Management.
What does the author suggest regarding table manners in China?
The author suggests that Brazilian partners should show tolerance and overlook specific Chinese table manners, as these are deeply rooted in their cultural practices.
Why are "Guanxi" and "Jeitinho" important for international business?
These terms describe vital interpersonal networks in China and Brazil, respectively, which are essential for building trust and reaching deeper levels of professional cooperation.
How does the author advise handling punctuality issues in these cultures?
The author advises remaining patient, maintaining understanding, and ensuring direct contact is available, while avoiding any behavior that might cause a partner to "lose face."
- Citar trabajo
- Lars Auerbach (Autor), 2014, Improving the Cooperation of a Mixed Brazil-China Project Team, Múnich, GRIN Verlag, https://www.grin.com/document/285018
