Academy of Management Review 2008‚ Vol. 33‚ No. 4‚ 885–904. MIRROR‚ MIRROR ON THE WALL: CULTURE’S CONSEQUENCES IN A VALUE TEST OF ITS OWN DESIGN GALIT AILON Bar-Ilan University The paper offers a critical reading of Geert Hofstede’s (1980) Culture’s Consequences using an analytical strategy where the book is mirrored against itself and analyzed in terms of its own proposed value dimensions. “Mirroring” unravels the book’s normative viewpoint and political subtext and exposes discursive
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aspects may be missed in the grouping of individualist. Australia scored quiet low (36) on power distance because individuals in societies may not be equal. This expresses the attitude of the cultures towards these in equalities amongst all of us. Hofstede. G. (n.d) states that‚ “Power Distance is defined as the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally”. It has to do with the fact that the followers
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between the cultural dimension ‘power distance’ and three management principles we chose and will also be about the applicability of these management principles. This is quite interesting because even though we know that the cultural dimensions‚ by Geert Hofstede‚ and the management principles‚ by Fayol‚ have something to do with each other‚ the more the cultural dimensions differ‚ the more the ranking of the management principles will differ in the compared countries. We will now try to find out if some
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Affairs and Trade). 2001. Doing Business in Brazil: An Introductory Guide. Canberra‚ A.C.T.: DFAT. Enterprise Surveys Greenwich Mean Time (GMT). 2010. Brazil Map. http://wwp.greenwichmeantime.com/time-zone/south-america/brazil/map.htm. Hofstede‚ Geert. 2011. Geert Hofstede™ Cultural Dimensions: Brazil. http://www.geert-hofstede.com/hofstede_brazil.shtml. Noriega‚ Roger‚ Marc Fogassa. 2011. “Brazil is in a Class By Itself.” FoxNews. March 19. http://www.foxnews.com/opinion/2011/03/19/brazil-class. Penteado
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Understanding Organising Culture within an organisation holds the key towards its success. The culture within an organisation determines its working and gives a view point towards its future prospects whether the company is heading towards its goal or not. Organisational culture can be diagnosed effectively and understanding the schema of culture types in the organisation would explain many otherwise unexplained organisational members behavioural patterns. In simple words culture within an organisation
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each nation. These cultural patterns are determined by history‚ culture‚ education‚ but also by religion or beliefs and will be reflected in thinking and acting of people‚ stressing their perceptions on the values of the society they belong to. (Hofstede‚ 2001). Gerry Johnson believes that "history‚ religion and even the climate can explain these differences" (G. Johnson‚ 2008‚ p. 224). Studies conducted by different worldwide research project highlighted differences of perception between
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Analysis of Cultural Dimensions in Movie “Yamada: The Samurai of Ayothaya” Cross Cultural Management (MGT513) Prepared by: Andreas Sorgel Anis Houari Aswin Wiryawan Charnnarong Limlertvatee Irawati Kurniawan Jason Lee Marielle Pouilly Marion Chevalier Michelle Lam Papawee Mahasirimongkol Patcharaporn Preechamanomai Suparas Viboothanakul Summary of The Movie Yamada Nagamasa‚ the young Samurai of Edo period‚ came to be a soldier in the Japanese volunteer regiment in Ayothaya (Thai
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Analysis of eBay China’s Failure and Suggestions to eBay’s Return Strategy from the Perspective of Cross-cultural Conflicts 1. Introduction Along with the development of global economy‚ no one is unfamiliar with the word of globalization‚ and the world is filled with multinational-corporations. In such circumstances‚ those companies have realized that the necessary way to survive in the global market and maintain the competitive advantages is to
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Culture? Impact of Business Culture II." ! Country Profile: Italy ! ! II.i. ! Business culture in Italy III." " ! ! ! ! ! Hofstede Centric Analysis of Italy’s Business Culture " ! ! ! ! ! " ! ! ! ! ! III.i ! Power Distance III.ii ! Individualism III.iii ! Masculinity III.iv. ! Uncertainty Avoidance III.v. ! Long-Term Orientation III.vi. Hofstede Critique IV." V." VI." Potential Issues and Recommendations Conclusion Bibliography Italy’s Business: A Cultural Analysis!
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across cultures. As stated byOsland (1990‚ p. 4) ``The single greatest barrier to business success is the one erected by culture’’. Hofstede (1983) defines culture as "the mental programming of the mind which distinguishes the members of one human group from another" (Hofstede 1983 p. 25). Through the comparison of Chinese culture and Australian culture using Hofstedes five cross-cultural dimensions: power distance‚ uncertainty avoidance‚ masculinity‚ individualism‚ and long-term orientation an insightful
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