Einheit 3: informal institutions Flashcards
informal institutions
Unwritten, norms, traditions, social practices
(e.g., customs of how meetings are held: length of
talking about private life, the weather, etc.)
-> normative: social norms, values, beliefs
-> cognitive: shared beliefs, assumptions, mental models shaping an individuals perception of the world
iceberg model to structure informal institutions
The Iceberg Model
can be used to structure the
informal institutional
environment
Visible elements are
readily noticeable and
understood, but they
represent only a small
part of a much broader
context
The true essence of a
society lies beneath
the surface
visible:
Artifacts/visible behviors
-organizational strucutres, processes, language, symbols etc
deep/invisible:
Values and social morals:
-values, beliefs, and norms that people endorsed and acknowledge
Basic assumptiosn:
-unconscious beliefs and fundamental premises that are usually not articulated and rarely questioned (eg. ethnic culture, religion etc)
culture as a risk
Culture is an important contextual
factor for IB and represents a major IB risk
Risks in international Business
-> commercial risk
-> currency (financial) risk
-> country risk
-> cross-cultural risk
Cross-cultural risk is
a situation or event
in which a cultural
misunderstanding
puts value at stake
language as dimension of communication
Language is a complex system of communication used by humans to
convey meaning, express thoughts, share ideas, and interact with
one another
Verbal: Words spoken or written convey explicit messages
Non-Verbal: Gestures, expressions, and body language convey meaning
without words
Paraverbal: Vocal aspects like tone, speed, and pauses accompany verbal
communication
Extraverbal: Contextual factors and visuals complement verbal
communication for enhanced understanding
Effective communication involves understanding and utilizing these various
dimensions reflecting a deeper comprehension beyond verbal and written
exchanges!
language challenges
Varying degrees of (English) proficiency: Create comprehension and/or production
Challenge of finding semantic equivalents (see marketing blunders)
Different communication norms and discursive styles: employees from different cultural backgrounds hear and interpret in different ways (e.g., head-nodding in the US vs. Japan, Swiss/Germans prefer a more concise and brief style vs. elaborate and talkative style in Austria)
Language similarity (differences) associated with increased trustworthiness (distrust): can result in the formation of language-based subgroups affecting MNC structure and management
Emotional challenges: non-native speakers might not be comfortable speaking English or another corporate language and employees fluent in the corporate language can enhance their organizational position and power
Language shapes the way we think
Language diversity
Language diversity and its positive effects
Firms can develop company-specific language (‘company-speak’) resulting in stronger cohesion
Increased in-group feeling in an environment where everybody speaks ‘bad English’
Models of culture
Culture
often refers to learned, shared, and enduring orientation
patterns and it is demonstrated through values, ideas, attitudes, behaviors, and symbols
National/societal culture
Ethnic culture
Organizational culture
Professional culture
Language
Religion
Gender
etc.
learning of culture
Acquired by people over time
Transmitted from one generation
Acquired in the early years of life (e.g. language, negotiation,
conflicts
interrelatedness and sharing of culture
One element of culture is deeply connected with other elements
Sharing:
-Cultural values are passed between group members:
-> parents
->Other adults
-> school
Unlike political, legal, economic systems, culture is rather difficult to identify and analyze
approaches to the concept of culture
Etic approach:
-Assuming an outsider’s viewpoint when
analyzing culture and behaviors
-Objective analysis and comparison of
different cultures
-Aim is to compare and understand
cultural similarities, differences, and
patterns across societies
-Detached from specificities of a culture
by deploying universal or cross-cultural
categories, theories, and frameworks
Emic approaches:
-Assuming an insider’s viewpoint when
analyzing culture and behaviors
-Emphasizes internal meanings, values,
and interpretations by a culture’s
members
-Aim is to understand the unique
perspectives, beliefs, symbols, and
practices of a particular cultural group
-Direct engagement with members of a
culture
(all following models are etic approaches)
Hofstede model of how culture affects global business
-4 (+2) dimensions
-Based on an empirical study in a large
MNC (IBM) in 1968: surveying >116,000
respondents from 70 countries
-Not without criticism
6 dimensions that capture cultural differences
- Power distance:
Distribution of power
(e.g., age, seniority, or
wealth) within society
and the acceptance of
those with less power
in the situation
-> low power distance (consultation of subordinates, hierarchy only for sake of convenience) vs high power distance (hierarchy: organization reflects natural differences, authority to be respected) - Uncertainty avoidance:
The degree to which
members of society
feel uncomfortable
with ambiguity and
uncertainty
-> low uncertainty avoidance (unc. as fact of life, ambiguity tolerated, readiness to take risks, toleration of innovation) vs high uncertainty avoidance (predictability, resistance to change, consensus over conflict) - Masculinity vs femininity (now: motivation towards achievement and success):
The degree to which
masculine (e.g., assertiveness, competition) vs feminine (e.g., cooperation,
empathy) traits are
valued
-> masculinity (distinct gender roles, men assertive, women nurturing, live to work, acquisition of wealth) vs femininity (fluid gender roles, both in nurturing roles, quality of life) - Individualism vs. collectivism:
The degree to which
individuals prioritize
their self-interests over
group interests
-> individualism (identity based on individual, value standards apply to all) vs collectivism (identity based on social group, values differ according to group)
later added:
5. Long- vs. short-term orientation
short term (need for achievement, short-term profits, managers and employees in different camps) vs long term (accountability, future market development, owner-managers and workers share same aspirations)
- indulgence vs restraint
Relates to how societies regulate their impulses and desires, particularly in the realm of enjoying life and having fun.
Globe project model of how culture affects global business
-9 dimensions
-Partially triggered by criticism of the
Hofstede study
-Built on Hofstede
-Sampled different firms across 62
countries
dimensions:
-uncertainty avoidance
-performance orientation
-assertiveness Extent to which individuals are competetive, confrontational and aggressive)
-future orientation
-humane orientation (Degree to which a collective encourages and rewards individuals for being fair, altruistic, generous, caring & kind to others)
-insitutional collectivism (Degree to which organizational & societal institutional practices encourage & reward collective action and distribution of resources)
-in-group collectivism (Degree to which individuals express pride, loyalty & cohesiveness in their organizations, families or friends)
-gender egalitarianism
-power distance
Compared cultural values (‘should be‘)
with cultural practices (‘as is’)
-> value vs. practices provides
more information but creates
challenges
->How should I approach this
as a company?
->Should I focus on the
practices or the values?
->What are the (dis-)advantages?
Addresses some of the criticism related
to the Hofstede dimension
Hall project model of how culture affects global business
-3 dimensions
-purely theoretical model
-more focused
1) Context
Refers to the differing methods by which cultures construct meaning, employing varying ratios of context and information.
-> Low vs. High Context Cultures
->Low Context Cultures:
People communicate their intended messages very directly and clearly through verbal expressions. Examples: Germany, USA or Scandinavian Countries
-> High Context Cultures: Message can only be decoded by combining the verbal expression with the context in
which the communication takes place.
Examples: Japan, Korea, Brazil or Saudi Arabia
2) Time
Delineates how diverse cultures orient themselves temporally, perceiving time as either
-> monochronic or polychronic.
-> monochronic: Time is used in a linear way: One activity at a time (e.g., Northern Europe, North America): task-focused, making schedules, concerns focused on shorter term, control systems and deadlines)
-> polychronic: People tend to focus on multiple tasks (e.g., Latin America, Mediterranean, Middle East): more holistic and people-focused, focused on long term, sharing of implicit knowledge, flexible control systems involving people)
3) Space
Encompasses various cultural constructs in defining and organizing space, ingrained
unconsciously in individuals.
-> Intimate, Personal, Social & Public Space
-> Intimate Space: Very close relationships, such as family members, romantic partners, or close friends. Physical contact is common in this space & people feel comfortable
sharing personal information.
->Personal Space: Interactions with friends, acquaintances, or colleagues. Conversations happen at a comfortable distance, allowing for both engagement & a sense of personal space.
-> Social Space: The distance at which formal conversations, such as in business
meetings or social gatherings, take place. People maintain a respectful distance while
still engaging in conversation.
->Public Space: Public gatherings or interactions with strangers. In this zone, people feel a sense of anonymity & are less concerned with personal interactions.
Some cultures (e.g., Latin America or the Middle East) tend to have smaller personal space bubbles, while North America or Northern European Countries typically have larger personal space bubbles.
coconuts vs peaches
Coconuts
‘Hard’ on the outside
Rarely smile at strangers just
met, do not engage in
conversations easily
Once you break through the
harder shell, they become
close and loyal friends
Peaches
‘Soft’ on the outside
Very friendly to people they
have just met, chat, share
information
Real private self is hard to
crack and become real friends
kluckhohn & strodtbeck model
One of the earlier cultural models.
Their model is based on the
assumption that all societies
must answer a limited number
of universal problems and the
way they do so reflects their
cultural values. The model
features six dimensions
