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Dutch scholar Geert Hofstede conducted research in the 1970s into the culture of employees at a multinational enterprise operating in 40 countries. From this, he developed a five-dimensional model of national culture, identifying power distance, uncertainty avoidance, individualism versus collectivism, masculinity versus femininity, and time orientation as key dimensions along which cultures can be compared. Hofstede's model provides a framework for understanding how differences in national cultures impact management practices.
Originalbeschreibung:
Intro to Management Notes on International Dimensions of Management
Dutch scholar Geert Hofstede conducted research in the 1970s into the culture of employees at a multinational enterprise operating in 40 countries. From this, he developed a five-dimensional model of national culture, identifying power distance, uncertainty avoidance, individualism versus collectivism, masculinity versus femininity, and time orientation as key dimensions along which cultures can be compared. Hofstede's model provides a framework for understanding how differences in national cultures impact management practices.
Dutch scholar Geert Hofstede conducted research in the 1970s into the culture of employees at a multinational enterprise operating in 40 countries. From this, he developed a five-dimensional model of national culture, identifying power distance, uncertainty avoidance, individualism versus collectivism, masculinity versus femininity, and time orientation as key dimensions along which cultures can be compared. Hofstede's model provides a framework for understanding how differences in national cultures impact management practices.
Research into the staff of a multinational enterprise operating in 40 countries was
conducted by Dutch scholar and management consultant Geert Hofstede in the 1970s. He developed a five-dimensional model from his research, arguing that the culture of various countries around the world can be compared and analysed along five dimensions. 1. Power distance the degree to which a society accepts or rejects the unequal distribution of power in organisations and the institutions of society. 2. Uncertainty avoidance the degree to which a society tolerates risk and situational uncertainties. 3. Individualismcollectivism the degree to which a society emphasises individual accomplishment and self-interests, versus collective accomplishments and the good of groups. 4. Masculinityfemininity the degree to which a society values assertiveness and material success, versus feelings and concern for relationships. 5. Time orientation the degree to which a society emphasises short-term considerations versus greater concern for the future. Hofstedes model provides a framework that can be used to help understand the management implications of differences in national cultures. For example: workers from high power distance countries (such as Singapore), can generally be expected to show great respect to seniors and those in authority employment practices that increase job security are likely to be favoured in countries with uncertainty avoidance cultures in highly individualistic societies (such as the United States), group loyalty may be comparatively lower Workplaces in more masculine societies (such as Japan), will more likely display more rigid gender stereotypes.
Forms of International Business International business strategies can be classified as being market entry strategies or direct investment strategies. Market entry strategies involve the sale of goods or services to international markets but do not require expensive capital investments. Common market entry strategies include: global sourcing of international manufacturing materials or services for local use exporting locally produced goods and services to international markets importing foreign products to sell in the domestic market Licensing and franchising agreements to make or sell another companys products in international markets, or use their business model. Direct investment strategies in international markets require major capital investments but create rights of ownership and greater control over the operations in foreign countries. Examples of direct investment strategies include: joint ventures where an organisation establishes operations in another country via joint ownership with local partners Wholly owned subsidiaries where a local operation is completely owned and controlled by an international organisation.