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Chapter 5 “Crossing Cultures”

Chapter 5 “Crossing Cultures”. Switzerland: Team IV Darian Sargent , Frank Jones, Joshua Pavlik , Chase Wilder, Jarrett Etheredge , Desi Hart, Phillip Mesch , David Gonzalez, Lindsey Garrett, Mikey Via. What to Expect. Chapter 5 “Crossing Cultures” Four Issues

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Chapter 5 “Crossing Cultures”

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  1. Chapter 5 “Crossing Cultures” Switzerland: Team IV DarianSargent, Frank Jones, Joshua Pavlik, Chase Wilder, Jarrett Etheredge, Desi Hart, Phillip Mesch, David Gonzalez, Lindsey Garrett, Mikey Via

  2. What to Expect • Chapter 5 • “Crossing Cultures” • Four Issues • Paradox’s of culture-based ethical systems • Paradox’s specific to long-term visitors • Three stage and Four stage Model • Reverse culture shock • 11 Paradox’s total

  3. Crossing Cultures • Culture Shock • “Natural response that an individual manifests when attempting to react to and control the many new stimuli, perceptions, and feelings a visitor experiences.” • Who suffers more? • Expatriate or their significant other

  4. Crossing Cultures • U-shaped pattern • Gullahorn & Gullahorn, 1963

  5. Culture Based Ethics: • Relativism • Relative Standards • One situation differs with another • Collectivistic cultures • Divergence among cultures • Universalism • Universal Standards • Ethical standards that apply to all • Individualistic cultures

  6. Paradox 5.1 • Are ethical norms and standards universal or relative to the situation? • Ethics (Ethos) • “Character and sentiment of the community” • Ethical Behavior • “Degree to which individuals conform to norms and standards”

  7. 5.1 • Globalization • Individualism and universal standards • Donaldson (1989) • 10 Fundamental Rights • Countermovement • Russia and Columbia • Unilateral contract termination • Corruption

  8. 5.1 • Ethical Algorithm • Difference solely economic conditions • Conflict of home vs. host culture • Successful business in host culture • Doesn’t violate fundamental international right

  9. 5.1 • Integrative Social Contracts Theory • Hyper-norms- fundamental universal norms • Human rights • Basic prescriptions of major religions • High-order norms to Low-order norms • High used to judge low

  10. 5.1 • Cultures History • Influence universal or relative standards • Switzerland • French Revolution • China • Mao

  11. Paradox 5.2 • Are there universal ethics across generic cultures, or do ethics vary by generic culture?

  12. Fiske’s generic cultures: • 1. HC- horizontal collectivism: low degree of power distance and a high degree of collectivism • Community-sharing cultures • 2. VC- vertical collectivism: high degree of power distance and collectivism • Authority-ranking cultures • 3. HI- horizontal individualism: low degree of power distance and a high degree of individualism • Equality-matching cultures • 4. VI- vertical individualism: high degree of both power distance and individualism • Market-pricing cultures

  13. Relating generic cultures to statistical scales: • Nominal = Community Sharing • Ordinal = Authority Ranking • Interval = Equality Matching • Ratio = Market Pricing

  14. Community Sharing represents nominal scaling: • Names only given to entities • Norms for in-group members vs. out-group members • In-groups treatment to out-group members

  15. Authority- ranking is ordinal in nature: • Importance of individuals • Higher-status positions • ex. Japan and Korea

  16. Equality-matching is interval: • Unit of measurement for individuals • No true zero point • Found in Scandinavian countries

  17. Market-pricing on ratio scaling: • Common unit of measurement • Compares dimensions on a monetary basis • e.g. pay for performance

  18. Paradox 5.3 & 5.4 • Oslands Research • Four Independent areas of dimensions in which their nine paradoxes fall: • Cultural Intelligence • Self-Identity • Mediation • Cautious Optimism

  19. 5.3 • Is the general stereotype of the host culture valid? • It is hard to pinpoint a single stereotype on an entire culture. • Example: Switzerland is seen as a very reserved and private culture. • “as globalization brings us closer together, these exceptions will increase in number.”

  20. 5.4 • How can the expat manager be simultaneously powerful and powerless? • Powerful: • have a mass amount of power due to the fact that they have their home country backing their decisions and being able to confide in them. • Powerless: • The locals around you have the knowledge and contacts that they need to be successful and the expatriate manager does not.

  21. 5.5 • How can the expat manager be simultaneously free of home-country norms and restrained by host-country norms? • Conforming to the norms and expectations of host culture. • Aly example • Authority ranking cultures • Joyce Osland

  22. Paradox 5.6 • How can the expat manager simultaneously accept the ideal cultural values of the home culture and realize that they do not exist in the home culture or exist only in attenuated form? • Culture Values • Attenuated • Weak or slim form

  23. 5.6 • What does this really mean? • This paradox represents the tension between the ideal and actual values of the home culture • Representative of ideal portrayed in social media • Films • Television • Books

  24. 5.6 • Pressure to act a good ambassadors conflict • Study abroad experiences • Hire competence or connections? • Goal accomplishment • Nepotism

  25. 5.6 • Playing favorites and prestigious connections • Osland Survey(2006) • 54.3% of the expats identified this paradox in their work and life abroad

  26. Paradox 5.7 • How can the expat manager resolve the conflict between contradictory demands of the home office and the host-culture subsidiary? • Tension • Home-culture vs Host-culture • Infringes upon values and expectation. • Ideals of fairness.

  27. Completion of Goals • Home-culture (United States) • Demand of short completion time • Host-culture • Longer time frames, lack of resources available, and regulating laws. • Demand • The completion of specific task and goals. • Differing cultural expectations. • 51.4%

  28. Resolution • Education of Host-Culture. • Expectations • Values • Resources available

  29. Paradox 5.8 • How can the expat manager simultaneously give up some home-country values and strengthen other home country values?

  30. When visiting a host country.. • Expats gain knowledge of the host country's values and cultural norms • Out of necessity • Out of interest • Expats also begin to gain even more insight into their home culture that they have grown accustomed to • This includes norms that are both consciously and unconsciously accepted

  31. As a result • As a result from being submersed in a different culture, many expats tend to give up some values of the home culture • This could include • Diet • Style of Dress • Ways of conducting business • Social interaction

  32. As a result • In extreme cases the expat will give up the home culture entirely and completely convert to the host culture • In this case they will adopt everything about the culture including religion and language

  33. However • Such an extreme case is uncommon • What usually happens is that the expat will give up noncore values • After giving up noncore values, the expat will then strengthen the core values

  34. Generally speaking • Expats tend to become more indentified with the home culture after being sent abroad • Among expats surveyed, 60% said that they had experienced this when they went abroad

  35. Paradox 5.9 • Is it possible for the expat manager to become more cosmopolitan and more idiosyncratic simultaneously?

  36. Definitions • Cosmopolitan: belonging to the entire world; not limited to just one part of the world • Idiosyncrasy: a structural or behavioral trait peculiar to an individual or group

  37. Examples • Thai food • Swiss grocery stores • “48.6 % of expats…. Described it as the most important paradox”

  38. Summary • Quote from textbook: “ We work to live” rather than “We live to work”

  39. Paradox 5.10 How can the expat manager simultaneously think well of the host culture and avoid being taken advantage of? • The Oslands studied four independent dimensions of which their nine paradoxes for expat managers would fall. • This paradox deals with their dimension of cautious optimism

  40. 5.10 • Cautious Optimism • Awareness of the expat of the new host country’s culture and to what extent they get taken advantage of. • Expat must have a positive regard for the host country • Must be able to do this while not being taken advantage of • Becoming knowledgeable about the host country’s culture is key to earning the locals respect

  41. Examples regarding cautious optimism • Having trust in the ethics of another culture • Example: American in a foreign country being overcharged for a cab ride. • US citizens are used to fixed, no haggle prices. • Other cultures prefer to bargain prices. • Cab drivers could charge 5-10 times more to foreigners than what is expected in the host culture. • Thinking too well of the host culture could put you at a disadvantage that you aren’t even aware of.

  42. Examples regarding cautious optimism • Most common issue facing expat managers in new cultures according to the Osland study: major bribes • Example: A US company Senior executive wanting to operate in Russia. • Expat assumed optimistically that like in the US, major bribing is not allowed in business transactions.

  43. Examples regarding cautious optimism • In reality: • US manager witnesses Russian top officials openly accepting bribes at a formal dinner • US managers are at a disadvantage with European and Asian Countries who are legally free to bribe • US expats have been sentenced to long jail times for accepting bribes

  44. Paradox 5.11 • How can the expat manager be simultaneously at home anywhere in the world and fit in comfortably nowhere? • The expatriate Manager • Some remain as permanent residents • The cosmopolitan expat • Most return home

  45. 5.11 • Global Firms • 5-10 yrs experience outside home culture for senior or top management positions • Stability and community • 45.7% had difficulty

  46. 5.11 • Understanding Cross-Cultural Interactions via Cultural Sensemaking • Three-Stage Model • Framing the Situation • Employ schemas and script • Making Attributions • Analyze culture profile • Identify communication style • Engage in sophisticates stereotyping • Select a Script

  47. 5.11 • Four-Stage Model • Indentify the degree to which process must be emphasized • Framing the situation • Employ Hofstede’s various dimensions of national cultures • Employ cultural metaphors

  48. 5.11 • Reentry Into the Home Culture • Pro’s • Became more cosmopolitan • Improved work skills • Increased knowledge • Strengthened core values • Con’s • Reverse culture shock • Return to lower position or changes authority • Gave up some values

  49. Conclusion • “Crossing Cultures” • Four Issues • Paradox’s of culture-based ethical systems • Paradox’s specific to long-term visitors • Three stage and Four stage Model • Reverse culture shock

  50. C’est tout équipe de 4

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