Nowadays conquerors are big companies, hedge funds, the so-called “Global-Players”, etc. Mergers between companies from different countries have become very common. One of the most recent and most discussed is DaimlerChrysler. Not only globally, but also on a European level, we have experienced the urge of companies to expand their business operations into different parts of the EU with the result of settling on the targeted ground where they try to expand their market share. For this reason companies encounter more and more cultural diversity within their own borders. Therefore an effective cross-cultural-management becomes essential in order to work efficiently and build a strong union with the “foreign” branches.
Throughout numerous vacations abroad, I have experienced cultural differences between nationalities. Having stayed in the U.S.A. with a host family I have started to investigate these diversities where they have their roots and how to deal with them effectively. Having worked on an internship program for a German company in the U.K. I have experienced what the specific problems were when the two national cultures clashed. Even having a “corporate culture” could not prevent the faut pas being made for example during meetings. These faux pas were triggered by cultural diversity. The complexity of this topic is immediately clear, if only from the number of definitions for the word „culture“, and from the number of theories trying to explain the problem. I have chosen to lay my focus on the work of three major theorists on the topic that best fit my experiences.
In this paper I will therefore introduce the theorist’s works and their view of culture to the reader and then apply the results to several situations one will encounter while doing business in either one of the countries.
Already several theorists have explored cross-cultural issues affecting the business environment. One theorist will always be outlined when talking about cross-culture: Geert Hofstede, but also will I briefly describe the work of Fons Trompenaars and Hampden-Turner.
Table of Contents
- 1. Introduction
- 2. Introduction
- 3. All works on this topic will describe tendencies within the different cultures.
- Geert Hofstede
Objectives and Key Themes
This paper aims to explore the cultural differences between British and German business cultures, focusing on how these differences impact cross-cultural management. It analyzes the work of prominent theorists to explain these differences and apply their insights to practical business situations.
- Cross-cultural management in business
- Cultural dimensions and their impact on business interactions
- Analysis of Hofstede's cultural dimensions
- Comparison of British and German business cultures
- Practical application of cultural understanding in international business settings
Chapter Summaries
1. Introduction: This introductory chapter sets the stage for the paper by highlighting the increasing importance of cross-cultural management in the context of globalization and mergers and acquisitions. It uses the example of DaimlerChrysler to illustrate the challenges of integrating companies from different cultural backgrounds. The author introduces their personal experiences with cultural differences, encountered while living in the U.S. and working in the U.K. for a German company. This section establishes the need for a deeper understanding of cultural influences on business practices and the author's intent to focus on the work of key theorists in the field, notably Geert Hofstede, Fons Trompenaars, and Hampden-Turner to analyze these influences.
2. Introduction: This chapter further develops the introductory themes by emphasizing the rise of "global players" and the increasing frequency of international mergers and acquisitions. It stresses the need for effective cross-cultural management to ensure efficient operation and strong unity within diverse organizational structures. The author reinforces their personal experience with cultural clashes, even within the context of established corporate culture, highlighting the complexity of the issue. The chapter concludes by outlining the author's intention to analyze the work of key theorists on cultural dimensions and apply those insights to the specific contexts of British and German business practices.
3. All works on this topic will describe tendencies within the different cultures.: This chapter delves into theoretical frameworks for understanding culture, employing the metaphor of the "cultural onion" or "iceberg" to illustrate the visible and invisible aspects of culture. The author discusses the limitations of simple two-level models, introducing Hofstede's four-layer model (values, rituals, heroes, symbols) and the concept of "practices" which encompasses the visible manifestations of invisible cultural meaning. The chapter lays the groundwork for subsequent chapters by emphasizing the importance of understanding both the visible behaviors and the underlying values that shape cultural interactions.
Geert Hofstede: This chapter focuses on the work of Geert Hofstede, a pivotal figure in cross-cultural research. It describes Hofstede's methodology, which involved surveying over 11,000 IBM employees across 40 countries to identify cultural dimensions. The chapter introduces Hofstede's five cultural dimensions: Power Distance Index (PDI), Individualism vs. Collectivism (IDV), Masculinity vs. Femininity (MAS), Uncertainty Avoidance (UAI), and introduces the indices for relevant countries, laying the foundation for a comparative analysis of British and German cultures in subsequent sections (though not present in provided text).
Keywords
Cross-cultural management, business culture, cultural dimensions, Geert Hofstede, power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, British business culture, German business culture, international business.
Frequently Asked Questions: A Comprehensive Language Preview
What is this document about?
This document is a comprehensive preview of a paper exploring the cultural differences between British and German business cultures and how these differences impact cross-cultural management. It includes a table of contents, objectives and key themes, chapter summaries, and keywords.
What are the main objectives of the paper?
The paper aims to explore cultural differences between British and German business cultures, focusing on how these differences affect cross-cultural management. It analyzes the work of prominent theorists, particularly Geert Hofstede, to explain these differences and apply their insights to practical business situations. Key themes include cross-cultural management in business, cultural dimensions, Hofstede's cultural dimensions, and a comparison of British and German business cultures.
What topics are covered in each chapter?
Chapter 1 (Introduction): Sets the stage by highlighting the importance of cross-cultural management in globalization and mergers & acquisitions, using DaimlerChrysler as an example. It introduces the author's personal experiences and outlines the focus on key theorists like Hofstede, Trompenaars, and Hampden-Turner. Chapter 2 (Introduction): Further emphasizes the rise of global players and international mergers & acquisitions, stressing the need for effective cross-cultural management. It reinforces the author's personal experiences and outlines the intention to analyze key theorists' work and apply it to British and German business practices. Chapter 3: Delves into theoretical frameworks for understanding culture, using metaphors like the "cultural onion" and introduces Hofstede's four-layer model (values, rituals, heroes, symbols) and the concept of "practices." It emphasizes understanding both visible behaviors and underlying values. Chapter on Geert Hofstede: Focuses on Hofstede's work and methodology, including his five cultural dimensions: Power Distance Index (PDI), Individualism vs. Collectivism (IDV), Masculinity vs. Femininity (MAS), and Uncertainty Avoidance (UAI). It introduces relevant country indices for comparative analysis (though this analysis isn't present in the provided text).
Which theoretical frameworks are used in the paper?
The paper primarily uses the work of Geert Hofstede, focusing on his five cultural dimensions. It also mentions the work of Fons Trompenaars and Hampden-Turner, though details of their contributions are not provided in this preview.
What are the key cultural dimensions discussed?
The key cultural dimensions discussed are Hofstede's five dimensions: Power Distance Index (PDI), Individualism vs. Collectivism (IDV), Masculinity vs. Femininity (MAS), and Uncertainty Avoidance (UAI).
What is the focus of the comparison?
The paper focuses on comparing and contrasting British and German business cultures, using the theoretical frameworks discussed to analyze their differences and implications for cross-cultural management.
What are the keywords associated with this paper?
Cross-cultural management, business culture, cultural dimensions, Geert Hofstede, power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, British business culture, German business culture, international business.
- Citar trabajo
- Dennis Henners (Autor), 2005, British and German business culture, Múnich, GRIN Verlag, https://www.grin.com/document/72609
