As a result of globalization, many firms have started to compete and work on a worldwide basis. This situation has required organizations to manage their workforces effectively in order to expand into global markets and target different consumer groups. Moreover, the process of globalization causes more exposure to diversity, not only in daily but also in business life. Managing diversity has therefore become a strategic focus of management in organizations which enables companies to gain competitive advantages on the global market.
With increasing relevance of the outlined issue several frameworks for categorizing, analyzing and comparing cultures can be found in literature. Two frameworks that have received a great deal of research attention are Hofstede’s study of work values and Trompenaars’ broad-based studies of value orientations.
This paper provides an insight into the existing conventional culture paradigms by giving a brief introduction to the term culture and exposing the two mentioned models. Subsequently, the last chapter outlines possible implications for managing intercultural differences in business contexts.
Table of Contents
II List of Figures
1 Introduction
2 Culture and cultural differences: A complex construct
2.1 Cultural Dimensions by Hofstede
2.2 The Seven Cultural Dimensions by Trompenaars
3 The impact of culture on businesses
3.1 Culture’s influence on work groups
3.2 Managing multicultural work groups
4 Conclusion
III References
IV Affidavit
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