Cultural Aspects of International Business

Przemysław Skulski

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ISBN/ISSN:

978-83-7695-807-1

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Wydawnictwo:

Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu

Rok wydania:

2020

Liczba stron:

207

XML:ISBN/ISSN:

ONIX MARC21

Bibliografia:

. Cultural Aspects of International Business. Red. Skulski, Przemysław . : Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu, 2020, 207 s. ISBN 978-83-7695-807-1

Bibliografia refWorks:

RT Book, Whole

SR Electronic(1)

A2 Skulski, P.

T1 Cultural Aspects of International Business

PB Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu

YR 2020

SN 978-83-7695-807-1

Bibliografia BibTex:

@Book{ 240223, author = "", editor = "Skulski, Przemysław", title = "Cultural Aspects of International Business", publisher = "Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu", year = "2020", address = "", isbn = "978-83-7695-807-1" }

Bibliografia endNote:

TY - BOOK

AU -

ED - Skulski, Przemysław

TI - Cultural Aspects of International Business

PB - Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu

CY -

PY - 2020

SN - 978-83-7695-807-1

ER -

Netografia (standard APA):

. Red. Skulski, Przemysław. Cultural Aspects of International Business [baza danych online] : Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu, 2020 [dostęp: 03 07 2024]. Dostęp w Ibuk Libra: https://libra.ibuk.pl/reader/cultural-aspects-of-international-business-przemyslaw-skulski-240223.

culture, communication, multiculturalism, Religion, national culture

The main objective of this textbook is to show cultural aspects and their influence of conducting business internationally. The authors aimed at providing information which can be useful in the process of making business decisions by taking into c...

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ISBN/ISSN:

978-83-7695-807-1

DOI:

Wydawnictwo:

Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu

Rok wydania:

2020

Liczba stron:

207

XML:ISBN/ISSN:

ONIX MARC21

Introduction (Przemysław Skulski)10
1. Culture – definitions, subjects, typologies (Przemysław Skulski)14
1.1. Culture – a term with multiple meanings14
1.2. Culture as an element of a company’s international environment19
1.3. Review of selected typologies of culture27
1.3.1. Dimensions of culture by Geert Hofstede28
1.3.2. Typology by Fons Trompenaars and Charles Hampden-Turner30
1.3.3. High and low context culture by Edward T. Hall31
1.3.4. Types of culture according to Richard R. Gesteland32
1.3.5. The GLOBE Model33
2. Religion, values, customs (Aleksandra Kuźmińska-Haberla) 37
2.1. Religion and business activity37
2.1.1. Religion and the work ethic38
2.1.2. Religion and dietary restrictions regarding certain types of food40
2.1.3. Influence of religion on advertising42
2.2. Values and attitudes46
2.3. History, traditions, customs50
2.3.1. Influence of colonialism on the culture of the conquered countries51
2.3.2. Historical motifs in advertising52
2.3.3. Significance of traditions and customs in running a business54
2.4. Symbolism56
3. Verbal and non-verbal communication in the context of intercultural negotiations (Anna H. Jankowiak) 63
3.1. Importance of communication in business63
3.2. Models of communication64
3.3. Verbal communication67
3.4. Non-verbal communication71
3.4.1. Kinesthetics – gestures, body language, facial expression72
3.4.2. Clothes and appearance76
3.4.3. Importance of distance in non-verbal communication76
3.5. Influence of communication on the negotiation process78
3.5.1. Principles of correct business communication in Japan79
3.5.2. Principles of correct business communication in China80
3.5.3. Principles of correct business communication in Germany81
3.5.4. Principles of correct business communication in France81
3.5.5. Principles of correct business communication in Great Britain82
3.5.6. Principles of correct business communication in Russia83
3.5.7. Principles of correct business communication in the United States84
3.5.8. Principles of correct business communication in Brazil85
4. Education and material culture as elements of national culture (Sebastian Bobowski)86
4.1. Education and culture86
4.2. Rate of enrolment92
4.2.1. Rate of enrolment and the level of social development according to UNDP93
4.2.2. Enrolment ratio in the OECD approach95
4.3. Illiteracy index101
4.3.1. Illiteracy in the UNESCO research103
4.4. Material culture107
5. Social organization (Szymon Mazurek)112
5.1. The degree of social organization112
5.2. Social roles of men and women118
5.2.1. The war between sexes in advertising126
5.2.2. The meaning of gender in the workplace129
6. Selected problems of a multicultural environment 137
6.1. Culture shock (Aleksandra Kuźmińska-Haberla)137
6.2. Stereotypes and prejudice (Aleksandra Kuźmińska-Haberla)143
6.3. Country of Origin Effect (COE) and Syndrome NIH (Aleksandra Kuźmińska-Haberla)145
6.4. Political correctness (Aleksandra Kuźmińska-Haberla)150
6.5. Research in a multicultural environment (Przemysław Skulski)152
7. Specificity of business activities in selected regions 159
7.1. Is ‘multi-culti’ OK? – business activity in the European culture area (Aleksandra Kuźmińska-Haberla)159
7.1.1. Relations or transactions?159
7.1.2. Pünktlichkeit versus mañana161
7.1.3. A reticent German woman in business or other differences163
7.2. How to achieve understanding with a samurai – specificity of business activity in Asia and the Pacific Rim (Aleksandra Kuźmińska-Haberla)165
7.2.1. It is easier in a group166
7.2.2. Never lose face and do not allow others to lose theirs166
7.2.3. Who is higher up, and who lower down, or a hierarchy167
7.2.4. Guanxi – in the world of mutual ties169
7.3. How to conquer the ‘Wild West’ – business culture in the USA (Anna H. Jankowiak)171
7.3.1. The rules of conquest in the ‘Wild West’172
7.4. Macho, macho – business activity in Latin America (Szymon Mazurek)177
7.5. Africa, the ‘New Continent’ for business (Sebastian Bobowski)182
7.5.1. Business etiquette in Africa184
7.5.2. Negotiating tips in selected African countries185
7.5.3. How to do business in Egypt193
Conclusion (Przemysław Skulski)196
Bibliography198
List of tables206
List of figures207

1010Culture–atermwithmultiplemeanings

termedsubcultureoralternativeculture.However,theuseofthistermmeans

thatthenormsandprinciplesofbehaviourexistinginsuchagroupdifferfrom

thoseofnationalcultureingeneral.Theentitiesofsubculturescanencompass

peergroups,professionalandreligiousgroups,sexualorientationsaswellas

criminalorganizations(e.g.,themafia)[Mikułowski-Pomorski1999,p.44].

Amongculturalentitiestherecanalsobevariousorganizationssuchas

enterprisesandinstitutions.Theyareassociatedwiththetermlorganizational

culture’whichmadeitsfirstappearanceintheliteratureinthe1960sas

asynonymoftheclimatewithinanorganization,andwasfurtherdeveloped

twodecadeslater.G.Hofstededescribedorganizationalcultureasacollective

mindsetwhichseparatesmembersofoneorganizationfromothers[Hofstede1991,

p.180].

Atatimeofprogressinginternationalizationwecantalkmorefrequently

abouttheculturesofcorporationswhichhaveasignificantinfluenceontheir

employees.Manycorporationsintroduceactivitiesaimedattheformation

oftheattitudesandmodesofbehaviourexpectedfromtheiremployees,in

accordancewiththerequiredorganizationalstructuresandcorporatevalues.

ThesignificanceofthisproblemwasnotedbytheheadofIBMT.J.Watson,who

claimedthateveryorganization,inordertosurviveandsucceed,hastohave

itssystemofbeliefsonwhicharebasedallitspoliciesandoperations[Jandt

2001,p.353].Thisisparticularlyvisibleinthecaseoftransnationalcorporations

employingstafffromavarietyofcountries,whosebackgroundislinkedto

differentnationalcultures.

Thereisnodoubteitheraboutthefactthattransnationalcorporationsare

placeswhereinterculturalcommunicationoccurs.Inordertoavoidproblems

withtheirfunctioningtheyplacegreatimportanceontheexistenceofstrong

organizationalcultureswhichcreatestableprinciplessharedbytheiremployees

allowingthemtoachieveasenseofcommunity.Despitethis,nationalcultures

frequentlyexerciseastronginfluenceonstaffbehaviour.Itshouldbepointed

outherethatdefiningtherelationsbetweenorganizationalcultureandnational

culturecanbeaverycomplicatedtask,mainlyduetothecomplexnatureof

culturalphenomena.

Itisalsoworthaddingthatitispossibletoidentifywithincorporateactivities

theexistingcommunicationprocedures.Inthecaseofsuchentitiesitispossible

todistinguishtheirowninternallanguage,theprinciplesoflcorporateidentity’

(e.g.dresscode)andtheirownuniquesystemsofvaluesandoperatingrules.

Thelattertwoelementsareoftencreatedbytheircharismaticleaderssuchas

LeeIacocca(Ford),StevenJobs(Apple)andAkioMorita(Sony).

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