First of all, the Danish economy is very dependent on trade with other countries. and due to the fact that Germany is Denmark’s most important bilateral trading partner, it seems to be clear why it is of particular significance that especially German managers who are currently doing business with Denmark as well as those who are willing to do so in the near future should be sufficiently aware of the domestic economic and political framework. While doing so, it is not only possible to strengthen the general commerce or individual business relations, but also to benefit from the cultural exchange arising from the trading partners’ business relationships.
As it is vitally important to take the basic economic and political background into account before starting business in an international context, we now need to consider what the economic and political structure in Denmark looks like in detail.
Table of Contents
1. ECONOMIC AND POLITICAL BACKGROUND
1.1. Basic indicators in comparison
1.2. Economic and political structure
1.2.1. Denmark and the EU
1.2.2. Denmark and its foreign policy
2. SOCIO-CULTURAL BACKGROUND
2.1. The importance of the Danish welfare system
2.1.1. The Danish education system
2.2. The Danish way of life
2.2.1. The concept of equality
2.2.2. The “Law of Jante”
2.2.3. Social individualism
2.2.4. The influence of the family
2.2.5. The concept of “hygge”
2.2.6. The urge for security
2.3. The cultural life in Denmark
2.3.1. The philosophy of sport
2.3.2. Clubs and associations
2.4. The importance of culture-specific models
2.5. Basic assumptions of the Danish culture
2.6. The cultural dimensions by Hofstede
2.6.1. Power Distance
2.6.2. Individualism versus Collectivism
2.6.3. Masculinity versus Femininity
2.6.4. Uncertainty Avoidance
2.6.5. Long-term Orientation
2.7. Summary of cultural aspects
3. INTERCULTURAL COMMUNICATION
3.1. The Greeting
3.1.1. Verbal introduction
3.1.2. The exchange of business cards
3.1.3. Topics of conversation
3.2. The value of gifts
3.3. The working environment
3.4. Para-verbal communication
3.5. Non-verbal communication
3.5.1. The Smile
3.5.2. Proxemics
3.5.3. Gestures
3.5.4. The Danish dress code
4. LEADERSHIP AND DECISION BEHAVIOUR
4.1. The hierarchical structure
4.2. The decision-making process
4.3. Dealing with criticism
Objectives and Key Themes
This paper aims to provide a comprehensive intercultural guideline for doing business in Denmark by analyzing the political, economic, and socio-cultural frameworks that shape Danish mentality and corporate behavior.
- Analysis of Denmark's economic and political structures, including its relation to the EU.
- Examination of fundamental socio-cultural concepts such as the "Law of Jante," "hygge," and the Scandinavian welfare model.
- Application of Geert Hofstede’s cultural dimensions to the Danish business context.
- Overview of effective intercultural communication strategies, including verbal and non-verbal nuances.
- Insights into Danish leadership styles, decision-making processes, and approaches to criticism.
Excerpt from the Book
2.2.4. The influence of the family
A commonly held perception in Denmark is that the family plays an important role in every day’s life or even the most important one. Many people do not only decide while thinking of what is good for themselves, but the loci of decision making is also determined by the consideration of “What is best for my family?”. Therefore, the family influences business practices to a certain degree, because a manager who does not only want his or hers best has numerous incentives to deal and react differently, compared with somebody who is thinking in a personal or individual manner (e.g. an employee who lives in Copenhagen – the capital of Denmark – might choose not to go to Aalborg to work in one of the firm’s subsidiaries, because his or hers family is not willing to move, although this could obviously be a setback for the career of the employee).
In addition, Danish employers basically respect their employees’ family life and are eager to create a certain balance between the family and the working life, so that everybody has more time for the family. Moreover, many employers give their staff the possibility to adjust the working hours in an adequate way in order to pick up children from the childcare. In this context, it is quite useful to know that Danes usually live relatively close to their place of work and spend less time in traffic. Thus, the family does not only play an important role just because the Danes generally work where they live and vice versa, but also because of the fact that people weekend a lot of time with their relatives. And the more time you spend with your family, the more you (and your decisions) will be influenced.
Summary of Chapters
1. ECONOMIC AND POLITICAL BACKGROUND: This chapter provides an overview of the domestic economic indicators and political framework, including Denmark’s historical and current relationship with the European Union.
2. SOCIO-CULTURAL BACKGROUND: This section explores the values and mentality of the Danish people, covering the welfare system, cultural dimensions, and key societal concepts like "hygge" and the "Law of Jante."
3. INTERCULTURAL COMMUNICATION: This part details the practical aspects of communicating with Danes, focusing on greetings, non-verbal signals like smiling and proxemics, and appropriate topics for business interaction.
4. LEADERSHIP AND DECISION BEHAVIOUR: This chapter examines the less hierarchical structure of Danish companies, emphasizing the democratic approach to decision-making and how criticism is handled in a group-oriented culture.
Keywords
Denmark, Intercultural Management, Hofstede, Welfare Model, Law of Jante, Hygge, Business Communication, Decision-making, Leadership, Corporate Culture, Scandinavian, Social Individualism, Non-verbal Communication, Power Distance, Equality.
Frequently Asked Questions
What is the primary purpose of this paper?
The paper serves as an intercultural guide for business professionals, helping them understand the Danish business environment by explaining the underlying cultural values and social norms that influence professional conduct.
Which key thematic fields does the document cover?
The work covers economic frameworks, political conditions, societal values (mentality), cultural dimensions (Hofstede), communication styles, and leadership/decision-making processes.
What is the central research focus regarding Danish culture?
The research focuses on how the unique Danish mentality, shaped by concepts like "hygge" and equality, impacts daily business practices and interpersonal relations between colleagues.
What scientific model is primarily used for cultural analysis?
The author primarily utilizes Geert Hofstede’s cultural dimensions (Power Distance, Individualism, Masculinity, Uncertainty Avoidance, and Long-term Orientation) to analyze and compare Denmark with Germany.
What topics are explored in the main part of the book?
The main part analyzes the socio-cultural background, including the Danish welfare system, the influence of family on career decisions, communication styles (verbal, para-verbal, non-verbal), and the flat hierarchy in Danish companies.
Which keywords best characterize this work?
The work is characterized by terms such as Intercultural Management, Danish Mentality, Hofstede's Cultural Dimensions, and Business Communication in Scandinavia.
How does the "Law of Jante" affect business conduct in Denmark?
The "Law of Jante" acts as an unwritten codex that encourages modesty and group cohesion over individual superiority, influencing how managers avoid autocratic leadership and favor consensus.
Why are Danes considered to have a different approach to smiling?
Danes belong to a high smile-intensity culture; they smile more frequently to express courtesy and friendliness, which can sometimes be misunderstood by people from low smile-intensity cultures like Germany.
What is the significance of the "idræt" concept in Danish culture?
Unlike the standard term "sport," "idræt" implies a holistic view of body culture that includes exercise, well-being, and community membership, which is central to the high rate of club participation in Denmark.
- Quote paper
- Stephan Dannehl (Author), 2003, Intercultural Management in Denmark, Munich, GRIN Verlag, https://www.grin.com/document/48282
