This seminar paper deals with Sweden and Germany as negotiation partners from a German perspective. Although one would assume quite various similarities between these countries due to geographical proximity and same origin of language, they are indeed quite different – an issue also investigated by Eoro Vaara. The aim of this paper is to show that even slight or subtle differences in cultural patterns should be considered. Therefore only who can communicate without cultural misunderstandings can experience successful cross-cultural negotiations.
Sweden has been chosen since there is a lot of research about cultural differences between American, Asian and Arab countries, but hardly any regarding inter-European. Another reason is also because of personal experiences in Sweden and with Swedish friends. It was challenging to investigate in a country, which does not seem to be culturally much apart from Germany.
After a short introduction, the second chapter gives the reader a definition for culture and an overview of Hofstede’s model of dimensions. This chapter also presents the different kind of cultures from a German and Swedish perspective. Therefore the third chapter deals with negotiations between Germans and Swedes while doing business. This paper ends with the chapter “conclusion”.
Table of Contents
1. Introduction
2. Culture
2.1. Cultural Dimensions by Geert Hofstede
2.1.1. Power Distance
2.1.2. Individualism
2.1.3. Masculinity
2.1.4. Uncertainty Avoidance
2.1.5. Long Termism
2.2. German Business Culture
2.3. Swedish Business Culture
3. Negotiation between Germans and Swedes
4. Conclusion
Objectives and Topics
This seminar paper examines the cultural differences between Germany and Sweden, focusing on how these nuances influence daily business life and international negotiation processes from a German perspective. The analysis highlights that despite geographical and linguistic proximity, significant differences in communication styles, organizational structures, and workplace values exist, which must be understood to avoid misunderstandings.
- Hofstede’s cultural dimensions model applied to German and Swedish societies.
- Comparative analysis of German versus Swedish business culture.
- Strategies for effective, conflict-free negotiations between German and Swedish partners.
- The role of "Lagom" and "Trygghet" in Swedish professional life.
- Practical guidelines for adapting communication and negotiation behaviors.
Excerpt from the Book
2.1.1. Power Distance
In Hofstede’s model power distance emphasis the hierarchical differences in a culture and its acceptance of these inequalities – in other words it is the relationship between a boss and his subordinate10.
In comparison to other countries, e.g. Arab countries11, Sweden and Germany have a quite low power distance. This means that there is no large gap between the wealthy and the poor or the powerful and powerless. Both countries have strong beliefs in equality and behave more like the people they are surrounded with. Germans and even more Swedes do not have the feeling that they need to show off their power or to boast about their title rather they tend to underplay it.
Countries with low power index hierarchies are flat with a decentralized organization and just a few supervisors who are expected to be accessible for their subordinates.
In contrast to countries with a high power index the relation between boss and subordinate is strictly ruled and decisions will be made by the boss instead of the subordinate. Hence a very centralized organization is at hand, where subordinates expect to be told what to do from their supervisor or boss12. As a result people in high power distance cultures tend to express positive emotions to superiors, e.g. to display respect and to achieve a better reputation or awards, and negative emotions to subordinates, e.g. anger, dissatisfaction.
Chapter Summary
1. Introduction: The introduction outlines the scope of the study, emphasizing the importance of recognizing subtle cultural patterns in cross-cultural business negotiations between Sweden and Germany.
2. Culture: This chapter provides a theoretical foundation using Hofstede’s dimensions to analyze specific cultural traits, followed by detailed examinations of German and Swedish business environments.
3. Negotiation between Germans and Swedes: This section provides practical guidance on how to navigate the negotiation table, balancing German formalities with Swedish consensus-oriented, conflict-averse communication styles.
4. Conclusion: The conclusion synthesizes findings, noting that while differences between Germany and Sweden are subtle, acknowledging them is essential for preventing friction and ensuring successful international partnerships.
Keywords
Cultural Differences, Germany, Sweden, Business Culture, Hofstede, Power Distance, Individualism, Masculinity, Uncertainty Avoidance, Long Termism, Negotiation, Cross-cultural, Lagom, Trygghet, International Management
Frequently Asked Questions
What is the primary focus of this seminar paper?
The paper explores the cultural differences between Germany and Sweden and how these influence professional interactions and business negotiations.
Which theoretical framework is utilized to analyze the cultures?
The author uses Geert Hofstede’s model of five cultural dimensions to evaluate and compare the two countries.
What is the central research goal?
The goal is to demonstrate that even slight, subtle cultural differences can lead to misunderstandings, and to provide insights for successful cross-cultural communication.
What methodology does the author employ?
The work utilizes a literature-based analysis of cultural studies and comparative research to examine the business practices of both nations.
What topics are discussed in the main part of the paper?
The main part covers definitions of culture, a comparison of Hofstede’s dimensions, characteristics of German and Swedish business cultures, and specific negotiation tactics.
Which keywords best describe this study?
Key terms include Cross-cultural negotiation, Hofstede’s dimensions, Business etiquette, German culture, and Swedish culture.
How does the author explain the difference between German and Swedish decision-making?
The author notes that while Germans rely on formal structures and thorough analysis, Swedes prioritize collective solution-finding and consensus, which can make the process time-consuming.
What are the unique Swedish concepts mentioned in the text?
The text introduces "Lagom," meaning "just right," and "Trygghet," which refers to security and safety as fundamental philosophies in Swedish life.
- Citar trabajo
- Yvonne Tornow (Autor), 2011, Cultural Differences in Daily Business Life Between Germany and Sweden, Múnich, GRIN Verlag, https://www.grin.com/document/312581
