Cross cultural differences Dr Joan Harvey [email protected].

Cross cultural differences

Cross cultural differences

Dr Joan Harvey

[email protected]

Dr Joan Harvey

[email protected]

What are we covering today?

What are we covering today?

Understanding of culture and cultural differences

Asking the question: to what extent does behaviour vary across cultures?

Understanding of culture and cultural differences

Asking the question: to what extent does behaviour vary across cultures?

Where can we expect to see cross-cultural differences?

Where can we expect to see cross-cultural differences?

Examples:Australia & Finland: differences in safety

skillsDifferences in driver anger between UK & USFinland, UK, Netherlands differ from Turkey,

Iran and Greece: driving style and culture determine N accidents

Americans more risk-averse than Chinese in relation to buying risky financial options [in 1998, not necessarily now!]

Examples:Australia & Finland: differences in safety

skillsDifferences in driver anger between UK & USFinland, UK, Netherlands differ from Turkey,

Iran and Greece: driving style and culture determine N accidents

Americans more risk-averse than Chinese in relation to buying risky financial options [in 1998, not necessarily now!]

Why is cross-culture so important?

Why is cross-culture so important?

IJV failuresBreakdown of expatriate assignmentsBreakdown of collaborative

assignmentsProduct failure, errors, poor qualityFailure to understand the market,

partner, consumersPerception differences, including risk

IJV failuresBreakdown of expatriate assignmentsBreakdown of collaborative

assignmentsProduct failure, errors, poor qualityFailure to understand the market,

partner, consumersPerception differences, including risk

Conceptualising cultureConceptualising culture

Culture as shared values “Collective programming of the mind that distinguishes the

members of one group or category of people from others” [Hofstede and Hofstede, 1995]

Evident in rules, procedures, ‘how we do things around here’

Is learned

Culture as shared values “Collective programming of the mind that distinguishes the

members of one group or category of people from others” [Hofstede and Hofstede, 1995]

Evident in rules, procedures, ‘how we do things around here’

Is learned

Specific to Inherited & learned Individual

Group or Learned

category Universal Inherited

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Geert HofstedeGeert Hofstede

Dutch social anthropologistObtained attitude data from IBM

worldwide in late 1970sFactor analysed and looked for

factors which differentiated nationalities

Data on 50 countries, but only sufficient N for 40 in first book

Dutch social anthropologistObtained attitude data from IBM

worldwide in late 1970sFactor analysed and looked for

factors which differentiated nationalities

Data on 50 countries, but only sufficient N for 40 in first book

Geert HofstedeGeert Hofstede Originally four main factors

Masculinity- femininityAmbition and desire to achieve versus social concern

and interpersonal relationships Power distance

Amount of power that can be wielded Uncertainty avoidance

inflexibility Individualism- collectivism

Help and commitment versus high personal achievement

and later added [in 1990s] LT-ST orientation [Confucian dynamism]

Originally four main factors Masculinity- femininity

Ambition and desire to achieve versus social concern and interpersonal relationships

Power distanceAmount of power that can be wielded

Uncertainty avoidance inflexibility

Individualism- collectivismHelp and commitment versus high personal

achievement

and later added [in 1990s] LT-ST orientation [Confucian dynamism]

Country PD UAI MF IC LTO

Ger 35 65 66 67 31

China 80 30 66 20 118

USA 40 46 62 91 29

Japan 54 92 95 46 80

UK 35 35 66 89 25

Finl 33 59 26 63 41

Austria 11 70 79 55 31

India 77 40 56 48 61

Hung 46 82 88 80 50

Denm 18 23 16 74 46

Czech 57 74 57 58 13

Slov 104 51 110 52 38

Poland 50 72 60 55 31


Issues:Study was based in 1970s and many

countries have changed a lot since then- has this affected their orientation?Eastern European changesSome developing countries are now

developedOthers have changed politically- e.g. South

Africa

Issues:Study was based in 1970s and many

countries have changed a lot since then- has this affected their orientation?Eastern European changesSome developing countries are now

developedOthers have changed politically- e.g. South

Africa


Issues:All countries will have changed

anyway in nearly 30 yearsChanges in technology and global

communicationMigration of peoplesAre cross-cultural differences still as

pronounced?

Issues:All countries will have changed

anyway in nearly 30 yearsChanges in technology and global

communicationMigration of peoplesAre cross-cultural differences still as

pronounced?


Issues: This study put cross-cultural differences into the

mainstream rather than “error variance” in other studies

Encouraged other theorists, e.g. Trompenaars Recent developments with studies all over the world

have increased considerably the number of countries that have been mapped

Issues: This study put cross-cultural differences into the

mainstream rather than “error variance” in other studies

Encouraged other theorists, e.g. Trompenaars Recent developments with studies all over the world

have increased considerably the number of countries that have been mapped

Two more factors that are interrelated.

Two more factors that are interrelated.

Time perceptionPolychronic or cyclical [e.g. southern

Europe, China, Japan]Monochronic [e.g. northern Europe, US]

ContextHigh means that perception of what is

said is taken in context, including NVCsLow means words are interpreted

literally

Time perceptionPolychronic or cyclical [e.g. southern

Europe, China, Japan]Monochronic [e.g. northern Europe, US]

ContextHigh means that perception of what is

said is taken in context, including NVCsLow means words are interpreted

literally

Examples of other theories: [a] Trompenaars

7 factors:

Examples of other theories: [a] Trompenaars

7 factors: Universalism versus particularism Work relationships mixed with personal ones

Individualism versus collectivismAffective versus neutral cultureSpecific versus diffuse relationships

Distinct relationships versus diffuse onesAchieving versus ascribing status

Earned through achievement or recognised e.g. seniority/age

Perception of time Sequential [monochronic] or parallel [polychronic]

Relating to nature

Universalism versus particularism Work relationships mixed with personal ones

Individualism versus collectivismAffective versus neutral cultureSpecific versus diffuse relationships

Distinct relationships versus diffuse onesAchieving versus ascribing status

Earned through achievement or recognised e.g. seniority/age

Perception of time Sequential [monochronic] or parallel [polychronic]

Relating to nature

Example [b] GLOBAL project Example [b] GLOBAL project AssertivenessFuture orientationGender egalitarianismHumane orientationInstitutional collectivismIn-group collectivismPerformance orientationPower distanceUncertainty avoidance

AssertivenessFuture orientationGender egalitarianismHumane orientationInstitutional collectivismIn-group collectivismPerformance orientationPower distanceUncertainty avoidance

An EU study by Harvey et al.

An EU study by Harvey et al.

Questionnaire built from case study & interviews and translated into Chinese

Measured engineers’ attitudes to:Long hours, deadlines, obligations,

relationships, trust, etc (55 items)Interpretation of words such as ‘soon’Responses if there is a deadline problemDemographic variablesResponses to collaborators in other

countries

Questionnaire built from case study & interviews and translated into Chinese

Measured engineers’ attitudes to:Long hours, deadlines, obligations,

relationships, trust, etc (55 items)Interpretation of words such as ‘soon’Responses if there is a deadline problemDemographic variablesResponses to collaborators in other

countries

Results of factor analysis of 55 attitude items

Results of factor analysis of 55 attitude items

F1 quality focusF2 tasks and time pressuresF3 long hours and obligationF4 perseverance and respect for

managerF6 trust and loyalty(note F5 difficult to interpret so not included)

F1 quality focusF2 tasks and time pressuresF3 long hours and obligationF4 perseverance and respect for

managerF6 trust and loyalty(note F5 difficult to interpret so not included)

Means and ANOVA statistics for factors for the three country groups

Means and ANOVA statistics for factors for the three country groups

Factors China Britain Germany/Austria

F prob

F1 Quality focus 40.90 45.44 43.10 6.92 .0017

F2 Tasks and time pressures

26.29 19.57 23.10 15.05 <.0001

F3 Long hours and obligations

36.44 36.04 40.40 1.80 n.s.

F4 Perseverance & respect for manager

60.27 52.61 49.40 18.58 <.0001

F6 Trust and loyalty 46.60 43.65 45.80 2.20 n.s.

Perception of time questionsPerception of time questions

Time issues China Britain Germany/Austria

F prob

quickly 2.33 2.10 1.75 1.29 n.s.

asap 2.21 2.27 1.75 .77 n.s.

Soon if deadline is in 1week

2.77 3.81 3.58 10.61 <.0001

Soon if deadline is in 2 weeks

4.02 4.71 4.67 5.45 .0059

urgent 1.42 1.47 1.18 .64 n.s.

Figure 1: F1 quality focus mean scores for Chinese and European respondents by 2 age

groups

Figure 1: F1 quality focus mean scores for Chinese and European respondents by 2 age

groups

F3 long hours and obligations mean scores for Chinese & European

respondents by 2 age gps

F3 long hours and obligations mean scores for Chinese & European

respondents by 2 age gps

Examples from the study Examples from the study Negotiations of any kind

Europeans and West would shout out individually

Chinese got together to discuss and present group opinion

Respect for seniorityClearly not a major issue for

EuropeansBut determines who speaks when in

China and Japan

Negotiations of any kindEuropeans and West would shout out

individuallyChinese got together to discuss and

present group opinionRespect for seniority

Clearly not a major issue for Europeans

But determines who speaks when in China and Japan

So what does it all mean?So what does it all mean?

Across cultures, differences in:Speaking directly to a clientInterpreting ill-defined words such as

‘soon’Referring matters up to manager

before taking decisionsEmphasis on qualityAges of those involved in collaboration

important- relates to seniority

Across cultures, differences in:Speaking directly to a clientInterpreting ill-defined words such as

‘soon’Referring matters up to manager

before taking decisionsEmphasis on qualityAges of those involved in collaboration

important- relates to seniority

Other issues to be considered in this study

Other issues to be considered in this study

Guanxi (connections)FaceTime perception

Monochronic, polychronic, cyclicalAttitudes to deadlinesAttitudes to qualityRespect, harmony, filial pietyLoyalty and trustHigh or low context cultures

How communication is interpreted

Guanxi (connections)FaceTime perception

Monochronic, polychronic, cyclicalAttitudes to deadlinesAttitudes to qualityRespect, harmony, filial pietyLoyalty and trustHigh or low context cultures

How communication is interpreted

More conclusionsMore conclusions

Differences in:PerseveranceRespect for managerPerception of deadlinesPreferences for multi-taskingSome cultures prefer face to face

meetings initially

Differences in:PerseveranceRespect for managerPerception of deadlinesPreferences for multi-taskingSome cultures prefer face to face

meetings initially

Final points from the studyFinal points from the studyImportance of having empathy with, and

understanding of, other peopleIf they think you are trying to understand, it

helps the relationshipArguing is not conducive to harmonyImportance of relationships in avoiding

mistakesLack of cross-cultural understanding a major

risk factor in project breakdown or negotiationsInformation from the survey was used in

software for a ‘plug in’ to workflow management engines

Importance of having empathy with, and understanding of, other people

If they think you are trying to understand, it helps the relationship

Arguing is not conducive to harmonyImportance of relationships in avoiding

mistakesLack of cross-cultural understanding a major

risk factor in project breakdown or negotiationsInformation from the survey was used in

software for a ‘plug in’ to workflow management engines

Other dimensions from indigenous social

psychology

Other dimensions from indigenous social

psychology China Confucian values

Filial piety IndustriousnessGiving and protecting face

GuanxiSocial networking crucial to business relationships

Ren chingRespectful exchange of gifts, favours and obligations

China Confucian values

Filial piety IndustriousnessGiving and protecting face

GuanxiSocial networking crucial to business relationships

Ren chingRespectful exchange of gifts, favours and obligations

Other dimensionsOther dimensionsJapan

Amae and respectReliance and dependence upon indulgent love of

an older personKanban

Concept of whole transcending sum of partsRingi

Upward communications and decision makingSacred treasures-

life time employment, seniority, enterprise unions/families

Harmony and cooperation [‘wa’]Gakureki Shakai

Social system attaching value to education

JapanAmae and respect

Reliance and dependence upon indulgent love of an older person

KanbanConcept of whole transcending sum of parts

RingiUpward communications and decision making

Sacred treasures- life time employment, seniority, enterprise

unions/familiesHarmony and cooperation [‘wa’]Gakureki Shakai

Social system attaching value to education

Other dimensionsOther dimensions

Africa Cognitive tolerance Not on seat Africa time Indaba [Malawi, Kenya, Tanzania] Ubuntu [Malawi, Kenya, Tanzania] Tribal loyalty Power and respect based on experience Managers ‘right to manage’

Africa Cognitive tolerance Not on seat Africa time Indaba [Malawi, Kenya, Tanzania] Ubuntu [Malawi, Kenya, Tanzania] Tribal loyalty Power and respect based on experience Managers ‘right to manage’


Several cultures resent ‘intrusiveness’ of western values, western research methods, e.g.PhilippinesSub-Saharan Africa

Several cultures resent ‘intrusiveness’ of western values, western research methods, e.g.PhilippinesSub-Saharan Africa


Latin American countries: emphasis on Respect Family Hierarchy Honour Affiliative obedience Cultural rigidity Machismo Sympatia

Latin American countries: emphasis on Respect Family Hierarchy Honour Affiliative obedience Cultural rigidity Machismo Sympatia


IndiaDetachment as a coping mechanism,

therefore working hard is unrelated to success or failure

Ingratiation techniques to advance personal goals within hierarchical collective context[similar to parts of western Africa]

IndiaDetachment as a coping mechanism,

therefore working hard is unrelated to success or failure

Ingratiation techniques to advance personal goals within hierarchical collective context[similar to parts of western Africa]

Example: Theory ZExample: Theory Z Application of Japanese management

principles to American & British businesses Long term focus Zero tolerance Personal responsibility for self-development Positive attitudes to seniority Teamwork rather than individual achievement Commitment and trust Quality and pride Multi-skilling

Application of Japanese management principles to American & British businesses

Long term focus Zero tolerance Personal responsibility for self-development Positive attitudes to seniority Teamwork rather than individual achievement Commitment and trust Quality and pride Multi-skilling

Key textKey text

Hofstede G and Hofstede G (2005) Culture and Organizations: Software of the mind. 2nd edn London: McGraw Hill

Hofstede G and Hofstede G (2005) Culture and Organizations: Software of the mind. 2nd edn London: McGraw Hill

Joan HarveyNewcastle University, United Kingdom and Visiting Professor, Czech University of Life Sciences [CZU]

[email protected]

Joan HarveyNewcastle University, United Kingdom and Visiting Professor, Czech University of Life Sciences [CZU]

[email protected]

Thank you for your attentionThank you for your attention

mailto:[email protected]

mailto:[email protected]

Cross cultural differences Dr Joan Harvey [email protected].

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Transcript of Cross cultural differences Dr Joan Harvey [email protected].