Chapter 3 Culture Difference and Ethics in International Business 國(guó)際商務(wù)中文化不同和倫理

CHAPTER3CULTUREDIFFERENCEANDETHICSININTERNATIONALBUSINESSWhydoesculturematter?CulturalliteracyManagementpracticesmaydifferamongcountries.Culture&competitivenessCulturalfactorsmayraiseorlowerthecostofdoingbusinessinacountrytheUnitedStates,Japan,Germany文化習(xí)俗小測(cè)驗(yàn)在日本，喝湯時(shí)發(fā)出很大吮吸的的聲音會(huì)被認(rèn)為是1.粗魯而討厭的2.你喜歡這種湯的表現(xiàn)3.在家里不要緊，在公共場(chǎng)合那么不妥4.只有外國(guó)人才這么做馬來(lái)西亞的主要宗教是1.佛教2.猶太教3.基督教4.伊斯蘭教文化習(xí)俗小測(cè)驗(yàn)在印度，進(jìn)食時(shí)恰當(dāng)?shù)呐e止是1.用右手取食物，用左手吃2.用左手取食物，用右手吃3.取食物和吃都只用左手4.取食物和吃都只用右手在英國(guó)，手背朝向?qū)Ψ?，食指和中指做成V字型是1.表示和平的手勢(shì)2.表示勝利的手勢(shì)3.表示某樣?xùn)|西你要兩份4.粗俗的手勢(shì)表達(dá)個(gè)人觀點(diǎn)生活方式準(zhǔn)時(shí)人際關(guān)系表達(dá)憤怒的方式排隊(duì)自我星期日街景聚會(huì)餐館里胃痛時(shí)的飲品旅游時(shí)審美處理問(wèn)題方式一日三餐交通工具老人的晚年生活洗澡時(shí)間心情與天氣領(lǐng)導(dǎo)時(shí)尚孩子對(duì)待新事物DefinitionofCulture(I)Hofstede(1984)ThecollectivementalprogrammingofthepeopleinanenvironmentTextbookAsystemofvaluesandnormsthataresharedamongagroupofpeopleandthatwhentakentogetherconstituteadesignforlivingDefinitionofCulture(II)Valuesabstractideasaboutthegood,theright,thedesirableNormsSocialrulesandguidelines;determineappropriatebehaviorinspecificsituationsFolkways:normsoflittlemoralsignificancedresscodes,socialmanners,andneighborlybehaviorMores:normscentraltofunctioningofsociallifeTheft,adultery,incestandcannibalismDeterminantsofCultureDeterminantsofCulturePoliticalphilosophyEconomicphilosophySocialstructureIndividualsandgroupsSocialstratificationReligiousandethnicalsystemsChristianity,Islam,Hinduism,BuddhismConfucianismLanguageSpokenandunspokenEducationAdvantagesandDisadvantagesofCollectivismandIndividualismIndividualismCreativity,fastdecisionmaking,pioneership,diversityLowcooperation,selfishness,lonelinessManagerialmobilitybetweencompaniesTeamworkdifficult,non-collaborativeEconomicdynamism,innovation(e.g.,U.S.companies)CollectivismHighcooperation,devotiontothegroup,loyaltyLowcreativity,slowdecisionmaking,LowdiversityLoyaltyandcommitmenttocompanyEasytobuildteams,collaborationIn-depthknowledgeofcompany(e.g.,Japanesecompanies)SocialStratificationSocialmobilityCastesystemClosedsystemofstratificationClasssystemLessrigidformofsocialstratificationClassconsciousnessTensionbetweendifferentsocialclassesReligiousandEthicalSystemsChristianity1.7billionadherentsTheProtestantworkethics(Weber,1904)Islam1billionadherentsTheprohibitionofinterestonloansHinduism750millionadherentsAnti-materialistic,sociallystratifiedReligiousandEthicalSystemsBuddhism350millionadherentsAnti-materialistic,socialequalityConfucianism200millionadherentsLoyalty,reciprocalobligations,honestyCultureandCommunicationEducationFormaleducationplaysakeyroleinasocietyFormaleducationsupplementsthefamily’sroleinsocializingtheyoungintothevaluesandnormsofasocietySchoolsteachbasicfactsaboutthesocialandpoliticalnatureofasociety,aswellasfocusingonthefundamentalobligationsofcitizenshipCulturalnormsarealsotaughtindirectlyatschoolExamplesinclude:respectforothers,obediencetoauthority,honesty,neatness,beingontimePartofthe“hiddencurriculum〞TheuseofagradingsystemalsoteacheschildrenthevalueofpersonalachievementandcompetitionTheWesterneducationsystemTheAsianeducationsystemCultureandWorkplaceHofestede’Model(1983)100,000IBMemployees,40countriesFourdimensionsPowerdistanceTheacceptanceoftheunequaldistributionofpowerIndividualism/CollectivismIndividualismversusCollectivismThedegreeofindividualorgrouporientationUncertaintyavoidanceThetoleranceofambiguoussituationsCultureandWorkplaceHofestede’Model(1983)MasculinityversusfemininityMasculinevalues:achievement,theexerciseofpowerFemininevalues:thequalityoflife,goodrelationshipsFifthdimension(1988):ConfuciandynamismAttitudestowardtime,persistence,orderingbystatus,protectionofface,respectfortradition,andreciprocationofgiftsandfavors,etc.CultureandWorkplaceCultureandWorkplaceEvaluatingHofstede’sModelVeryinfluentialandusefulinunderstandingthedifferencesamongculturesLimitationsManycountrieshavemorethanoneculture.Researchersmaybeculturallybounded.WesternStereotypesOneindustry,onecompanystudyIBM’sstrongorganizationalculturemayaltertheresults.Maybe,thestudyisoutdated.CulturechangesWitheconomicprogressSocietiesbecomericher.Peoplecantakecareofthemselves.WithadvancesintransportationandcommunicationtechnologiesCulturalconvergenceCulturechangesImplicationsCross-culturalliteracyGuardagainstethnocentricbehaviorCultureandcompetitiveadvantagesIndividualisticversusCollectivistCultureEntrepreneurshipvs.TeamworkLowercostsofdoingbusinessinJapanBut,lowcreativity,lowadaptationabilityReligionsChristianity,ConfucianismCultureandbusinessethicsWhatiswrongathomemayberightthere(andviceverse)?Forexample,Giftgivingorbribery?EthicalIssuesManyoftheethicalissuesanddilemmasininternationalbusinessarerootedinthefactthatpoliticalsystems,law,economicdevelopment,andculturevarysignificantlyfromnationtonationIntheinternationalbusinesssetting,themostcommonethicalissuesinvolveEmploymentpracticesHumanrightsEnvironmentalregulationsCorruptionMoralobligationofmultinationalcorporationsEthicalDilemmasManagersmustconfrontveryrealethicaldilemmasTheethicalobligationsofamultinationalcorporationtowardemploymentconditions,humanrights,corruption,environmentalpollution,andtheuseofpowerarenotalwaysclearcutEthicaldilemmasaresituationsinwhichnoneoftheavailablealtern