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Cross-cultural Marketing > F - Dimensional Cultural Approaches > Flashcards

F - Dimensional Cultural Approaches Flashcards

1
Q

What is a cultural dimension?

Function of cultural dimensions

A

values that are relevant for the differences and similarities between cultures
-> basic “latent” variables

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2
Q

What is a cultural dimension?

Empirical approach

A

In the n-dimensional area built by the cultural dimensions each country culture gets an unambiguous, quantitatively identifiable position

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3
Q

Hofstede’s Culture Concept

What is culture according to Hofstede?

A

the collective programming of the mind which distinguishes the members of one human group from another. Culture in this sense, includes systems of values; and values are among the building blocks of culture

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4
Q

Hofstede’s Culture Concept

Basic idea

A

Culture = software of the mind
-> mental programming

Mind -> personality

  • specific to individual
  • e.g. extraversion, openness
  • > learned and inherited

Software -> culture

  • specific to group or category
  • e.g. politeness, respect for the elderly, honesty, no losing face
  • > learned

Hardware -> human nature

  • universal
  • e.g. anger for injustice, gratitude for favors
  • > inherited
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5
Q

Hofstede’s Culture concept

Development

A
  • Hofstede assumed cultural differences between the subsidiaries of IBM

Initial study:

  • comprehensive study on work-related values
  • study showed four stable cultural dimensions explaining 49% of the variance

Extensions:
- additional dimensions: long-term orientation (1988), indulgence (2010)

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6
Q

Hofstede’s culture concept

Acknowledgement

Pro and contra

A

Pro:

  • hitherto most comprehensive cultural concept
  • attracted considerable scientific and public attention

Contra:

  • empiristic procedure: cultural dimensions explained in retrospect
  • corporate culture is not the same as country culture
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7
Q

Individualism vs. collectivism

Main Proposition

A

Identity of the individual arises from …

… oneself vs. the belonging to a social community

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8
Q

Individualism vs. collectivism

Correlates

Family life

  • Education goals:
  • Obligations:
  • central values:
A

Family life (collectivism vs. individualism)

Education goals:
- we-awareness vs. I-awareness

Obligations:
- towards the family vs. towards oneself

Central values:
- harmony, respect, performance, shame vs. competition, self-respect, self-fulfillment, guilt

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9
Q

Individualism vs. collectivism

Correlates

Work life

  • Justice principle:
  • Superordinate criterion for success:
A

Work life (collectivism vs. individualism)

Justice principle:
- Different standards for members of the in group and out group vs. equal treatment of all members of a group (respectively a society)

Superordinate criterion for success:
- harmony in interpersonal relationships vs. task fulfillment

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10
Q

Individualism vs. collectivism

Correlates

Role of advertising:
Brands:

A

(collectivism vs. individualism)

Role of advertising:
- building trust / endorsers vs. persuasion

Brands:
- corporate logo / brand vs. product logo / brand

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11
Q

Individualism vs. collectivism

Application for HRM and marketing

Individualism (autonomy, uniqueness, independence)

Task distribution:
Leadership:
Brands:
Product development:

A

Task distribution:
- attribute individual responsibilities in the work system

Leadership:
- Dual communication with subordinates. Praise individual achievement of the group members.

Brands:
- brand should enable the owner to discriminate oneself from others

Product development:

  • Emphasize the “I”
  • > fashion
  • > tailor-made
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12
Q

Individualism vs. collectivism

Application for HRM and marketing

Collectivism (conformism, interdependence, belonging)

Task distribution:
Leadership:
Brands:
Product development:

A

Task distribution:
- emphasize group work feeling as a member of an in group

Leadership:
- Emphasize the team spirit. Prevent competition within the team.

Brands:
- brand should enable the owner to feel and present oneself as a part of a group.

Product development:

  • Emphasize the “we”
  • > Inconspicious
  • > social status
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13
Q

Power distance

Main proposition

A

To what degree do members of the culture accept that power is not distributed equally in institutions?

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14
Q

Power Distance Correlates

Correlates

Power distance refused

Family life

  • Educational goals:
  • Role of the parents:

Working life

  • Differences in income:
  • Leadership principle:

State and society

  • Legal understanding:
  • Power perception:
A

Family life

  • Educational goals:
  • > independence, own will
  • Role of the parents:
  • > partner

Working life

  • Differences in income:
  • > low
  • Leadership principle:
  • > delegation, worker participation

State and society

  • Legal understanding:
  • > equal rights for all
  • Power perception:
  • > power has to be earned by election and legitimated
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15
Q

Power Distance Correlates

Correlates

Power distance accepted

Family life

  • Educational goals:
  • Role of the parents:

Working life

  • Differences in income:
  • Leadership principle:

State and society

  • Legal understanding:
  • Power perception:
A

Family life

  • Educational goals:
  • > obedience, adaption
  • Role of the parents:
  • > authority

Working life

  • Differences in income:
  • > high
  • Leadership principle:
  • > centralization of decisions and responsibility

State and society

  • Legal understanding:
  • > the powerful enjoy privileges
  • Power perception:
  • > Might is right (Power is more important than legal rules) and given by heritage
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16
Q

Power Distance

Examples

A

Corporate Hierarchy
-> rather flat or high

Leadership style
-> directive or participative

17
Q

Uncertainty avoidance

Main proposition

A

Degree to which the members of a culture feel threatened by uncertain, ambiguous and unstructured situations and try to avoid them

18
Q

Uncertainty avoidance

Correlates

Uncertainty acceptance

Family life

  • Educational goals:
  • Attitude towards life:
  • Central values:

Working life

  • Timing and targets:
  • Organizational and work design:
  • communication channels:
A

Family life

  • Educational goals
  • > Relativity of “good and bad” and “right and wrong”
  • Attitude towards life
  • > calmness, convenience, optimism
  • Central values
  • > self-responsible behavior

Working life

  • Timing and targets:
  • > general and vague
  • Organizational and work design:
  • > flexible and decentral (network structure)
  • communication channels:
  • > spontaneous (vertical/horizontal)
19
Q

Uncertainty avoidance

Correlates

Uncertainty avoidance

Family life

  • Educational goals:
  • Attitude towards life:
  • Central values:

Working life

  • Timing and targets:
  • Organizational and work design:
  • communication channels:
A

Family life

  • Educational goals:
  • > Unambiguity of “good and bad” and “right and wrong”
  • Attitude towards life:
    ??
  • Central values:
  • > norm adequate behavior (many standard regulations)

Working life

  • Timing and targets:
  • > detailed and precise
  • Organizational and work design:
  • > formalized and standardized (bureaucratic hierarchy)
  • communication channels:
  • > hierarchic (official channels “Dienstweg”)
20
Q

Femininity vs. masculinity

Main proposition

A

Degree of clear-cut social roles attributed to gender

21
Q

Femininity vs. masculinity

Correlates

Feminine

Family life

  • central values
  • gender roles
  • strategy of conflict solutions

School and work life

  • overall goal
  • problem solving strategy
  • work style
A

Family life

  • central values:
  • > Life quality, modesty, interpersonal relationships
  • gender roles:
  • > role flexibility
  • strategy of conflict solutions
  • > compromises and agreements (Win-win)

School and work life

  • overall goal:
  • > Adaption to the status quo
  • problem solving strategy:
  • > intuition
  • work style
  • > cooperation and willingness to compromise
22
Q

Femininity vs. masculinity

Correlates

Masculine

Family life

  • central values
  • gender roles
  • strategy of conflict solutions

School and work life

  • overall goal
  • problem solving strategy
  • work style
A

Family life

  • central values:
  • > pursuit of financial success, heroism, strong performance approach
  • gender roles:
  • > primacy of the man
  • strategy of conflict solutions
  • > winners and losers

School and work life

  • overall goal:
  • > specific performance
  • problem solving strategy
  • > analytical
  • work style
  • > competition and readiness for conflict
23
Q

Long-term orientation (Confucianism)

Starting point

Cultural bias

A

Confucianism dynamics

24
Q

Long-term orientation (Confucianism)

Starting point

Main proposition

A

Characteristics, which enable people to achieve long-term targets (pragmatic awareness of tradition)

25
Q

Long-term orientation (Confucianism)

Correlates

Long-term oriented

Decision-making:
Work style:
Self-determination:
Tradition:
Dealing with capital and investment:
A

Decision-making:

  • Pragmatic
  • there are many truths; willingness to consider situational variables)

Work style:
- Endurance and persistence in pursuing goals, future-orientation

Self-determination:
- readiness to subordinate oneself to a purpose

Tradition:
- Adaption to modern conditions

Dealing with capital and investment:
- High saving rates

26
Q

Long-term orientation (Confucianism)

Correlates

Short-term oriented

Decision-making:
Work style:
Self-determination:
Tradition:
Dealing with capital and investment:
A

Decision-making:

  • normative
  • search for the absolute truth

Work style:
- static, looking for quick profits, orientation towards the present

Self-determination:
- important

Tradition:
- respect for traditions

Dealing with capital and investment:
- Low investment activity

27
Q

Indulgence vs. restraint

Central statement

A

Indulgence refers to a tendency to allow relatively free gratification of basic and natural human desires related to enjoying life and having fun, whereas restraint is a conviction, that such gratification needs to be curbed and regulated by and strict social norms.

28
Q

Indulgence vs. restraint

Correlates

Indulgence

Satisfaction:
Leisure time:
Food/Nutrition:
Locus of control:

A

Satisfaction:
- high share of happy people

Leisure time:
- high significance of leisure and sports

Food/Nutrition:
- in wealthy countries: high level of obesity cases

Locus of control:
- feeling of having control over one’s own life

29
Q

Indulgence vs. restraint

Correlates

Satisfaction:
Leisure time:
Food/Nutrition:
Locus of control:

A

Satisfaction:
- low share of happy people

Leisure time:
- low significance of leisure and sports

Food/Nutrition:
- in wealthy countries: low level of obesity cases

Locus of control:
- feeling of helplessness: incidents independent from one’s own actions

30
Q

Reflection on Hofstede’s study

Pro and contra

A

Pro:

  • thorough execution of the study
  • dimensions as guidelines for explaining behavior at least in initial orientation

Contra:

  • determinist and universalist, trying to reduce cultures to a few dimensions instead of using more sophisticated descriptions
  • dimensions on the level of values
  • > to what extent is the questionnaire method able to reach the unconscious deeper motives
  • borders between values and behavior are blurred and cannot be distinguished
  • multicultural societies are not reflected -> representation of existing ethnic groups not sufficient
  • distortion of results because of the sample which consists only of IBM employees, mainly middle-class male
31
Q

Ecological Fallacy

Definition

A

An ecological fallacy (or ecological inference fallacy) is a formal fallacy in the interpretation of statistical data that occurs, when inferences about the nature of individuals are deduced from inferences about the group to which those individuals belong.

32
Q

Individualistic Fallacy

Definition

A

An individualistic fallacy is a formal fallacy in the interpretation of statistical data that occurs, when inferences about the nature of the group are deduced from inferences about the individuals of the group.

33
Q

GLOBE

What does GLOBE mean?

A

Global Leadership and Organizational Behavior Effectiveness Research Program

-> initiated by Robert J. House, management oriented

34
Q

GLOBE

Basic Idea

A

GLOBE builds, extends, and revises the Hofstede Approach:

  • instead of one company: 951
  • no ethnocentric bias (survey developed with regard to all cultures)
  • cultural dimensions theoretically defined
  • modified the Hofstede (1980) dimensions and expanded by new dimensions
  • survey asks for practices (as is) and values (should be) of each dimension
35
Q

GLOBE

Acknowledgement

Pro and contra

A

Pro:

  • Extensive methodological approach (17300 people from middle management, 951 organizations, 62 countries, 170 scientists, 735 questions)
  • scholars from around the world help to avoid a one-side Western focus

Contra:

  • like with Hofstede: equivalence of culture to nation, subcultures not considered
  • limited industry focus (only 3)
  • practical relevance questionable
36
Q

GLOBE

Cultural dimensions

A 
Institutional Collectivism
Ingroup Collectivism
Power Distance
Uncertainty avoidance
Gender egalitarianism
Assertiveness
Performance orientation
Humane orientation
Future Orientation
37
Q

GLOBE

Welche Dimensionen von Hofstede wurden für die GLOBE studies erweitert?

A

Individualism vs. collectivism

  • > institutional collectivism
  • > ingroup collectivism

Masculinity vs. Femininity

  • > assertiveness
  • > gender egalitarianism

Additional dimensions:

  • > performance orientation
  • > humane orientation
38
Q

Comparison: Hofstede vs. GLOBE

Hofstede

Theoretical Basis:
Assumptions:
Cultural dimensions:
Psychometric characteristics:

A

Theoretical Basis:
none/empiristic

Assumptions:

  • ecological fallacy
  • “culture onion” (values are relevant for behaviors)

Cultural dimensions:
- one-dimensional

Psychometric characteristics:
- questionable, hardly verified (particularly intercultural comparability)

39
Q

Comparison: Hofstede vs. GLOBE

GLOBE

Theoretical Basis:
Assumptions:
Cultural dimensions:
Psychometric characteristics:

A

Theoretical Basis:
- theory-driven

Assumptions:

  • no ecological fallacy
  • verification of the “culture onion”

Cultural dimensions:
- two-dimensional

Psychometric characteristics:

  • multi-level, multi-trait, multi-method approach
  • > valid and reliable scales

Cross-cultural Marketing (11 decks)

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