Decision-Making and Cultural ValuesDecision-Making and Cultural Values

CLIPPER PROJECT GROUPCLIPPER PROJECT GROUP

Adapted from materials prepared by Mark F. Peterson, Florida Adapted from materials prepared by Mark F. Peterson, Florida Atlantic University and Peter B. Smith, University of Sussex. Atlantic University and Peter B. Smith, University of Sussex. January 23, 2009. For details: mpeterso@fau.eduJanuary 23, 2009. For details: mpeterso@fau.edu

Culture Analysis Risks and BenefitsCulture Analysis Risks and Benefits

Potential benefits:Potential benefits:– Handle Handle ad hocad hoc intercultural contacts intercultural contacts

when detailed briefing is impracticalwhen detailed briefing is impractical– Promote rapid self-directed learning Promote rapid self-directed learning

by knowing what issues to considerby knowing what issues to consider– Anticipate likely reaction of large Anticipate likely reaction of large

groupsgroups Potential Risks:Potential Risks:

– Damaging or inflexible stereotypesDamaging or inflexible stereotypes

Avoiding Damaging StereotypesAvoiding Damaging Stereotypes Consciously heldConsciously held Descriptive rather than evaluativeDescriptive rather than evaluative AccurateAccurate Best “first guess”Best “first guess” Modified with experienceModified with experience

In the face of problems, assume misunderstanding until disagreement is

proven.Adapted from Adler, Nancy J. (1991): International Dimensions of Organizational Behavior (2nd ed.). Boston: PWS-Kent, p. 72.

Comparative Culture ProjectsComparative Culture Projects

Hofstede – Collective ProgrammingHofstede – Collective Programming– I/C, PD, M/F, UAI/C, PD, M/F, UA

Trompenaars – Riding the WavesTrompenaars – Riding the Waves– Achievement/Ascription, Obligation/EntitlementAchievement/Ascription, Obligation/Entitlement

Inglehart – World Values SurveyInglehart – World Values Survey– Traditional/Secular, Survival/Self-ExpressionTraditional/Secular, Survival/Self-Expression

GLOBE – Update Hofstede, Leader IdealsGLOBE – Update Hofstede, Leader Ideals Schwartz Values SurveySchwartz Values Survey

Schwartz Individual DimensionsSchwartz Individual Dimensions BenevolenceBenevolence ConformityConformity TraditionalismTraditionalism SecuritySecurity PowerPower AchievementAchievement HedonismHedonism StimulationStimulation Self DirectionSelf Direction UniversalismUniversalismSelected best items (highest factor loading)Selected best items (highest factor loading)

SVS Norms – English NASVS Norms – English NA

U.S.U.S. JamaJama CanaCana BarbBarb

Ben: 49. HelpfulBen: 49. Helpful 4.314.31 4.814.81 4.544.54 4.894.89

Con: 11. PolitenessCon: 11. Politeness 4.534.53 5.285.28 4.674.67 5.115.11

Tra: 36. HumbleTra: 36. Humble 4.094.09 4.744.74 3.703.70 4.934.93

Sec: 8. Social OrderSec: 8. Social Order 3.813.81 4.934.93 3.773.77 4.564.56

Pow: 27. AuthorityPow: 27. Authority 2.972.97 3.733.73 2.652.65 2.732.73

Ach: 55. SuccessfulAch: 55. Successful 4.794.79 5.705.70 4.994.99 5.635.63

Hed: 4. PleasureHed: 4. Pleasure 4.194.19 3.673.67 3.953.95 3.593.59

Sti: 25.Varied LifeSti: 25.Varied Life 4.094.09 4.144.14 4.574.57 3.693.69

Sel: 41. Own GoalsSel: 41. Own Goals 4.934.93 5.305.30 4.934.93 5.895.89

Uni: 30. Social JusticeUni: 30. Social Justice 4.244.24 5.095.09 4.384.38 4.464.46

SVS Norms – Non-English NASVS Norms – Non-English NABrazBraz ChinaChina MexMex

Ben: 49. HelpfulBen: 49. Helpful 4.234.23 4.604.60 4.024.02

Con: 11. PolitenessCon: 11. Politeness 4.424.42 4.934.93 4.024.02

Tra: 36. HumbleTra: 36. Humble 3.693.69 4.734.73 3.023.02

Sec: 8. Social OrderSec: 8. Social Order 3.433.43 5.115.11 3.603.60

Pow: 27. AuthorityPow: 27. Authority 2.172.17 3.283.28 3.823.82

Ach: 55. SuccessfulAch: 55. Successful 4.824.82 4.974.97 5.285.28

Hed: 4. PleasureHed: 4. Pleasure 4.184.18 3.223.22 3.833.83

Sti: 25.Varied LifeSti: 25.Varied Life 3.413.41 3.493.49 3.993.99

Sel: 41. Own GoalsSel: 41. Own Goals 4.974.97 5.075.07 5.285.28

Uni: 30. Social JusticeUni: 30. Social Justice 4.534.53 4.594.59 4.024.02

SVS Norms -- RegionsSVS Norms -- RegionsM.A.M.A. FLFL S.A.S.A. PNWPNW MARMAR ONTONT PRAPRA B.C.B.C.

Ben: 49. HelpfulBen: 49. Helpful 4.064.06 4.644.64 4.364.36 4.214.21 4.424.42 4.164.16 4.624.62 4.284.28

Con: 11. PoliteCon: 11. Polite 4.244.24 4.684.68 4.694.69 4.714.71 4.894.89 4.454.45 4.494.49 4.934.93

Tra: 36. HumbleTra: 36. Humble 3.823.82 4.164.16 4.134.13 4.474.47 4.004.00 3.933.93 3.633.63 3.723.72

Sec: 8. Soc. Ord.Sec: 8. Soc. Ord. 3.683.68 4.124.12 3.723.72 3.953.95 4.074.07 4.204.20 3.683.68 3.793.79

Pow: 27. Author.Pow: 27. Author. 2.882.88 3.163.16 3.153.15 2.662.66 2.932.93 3.293.29 2.452.45 2.792.79

Ach: 55. SuccessAch: 55. Success 5.095.09 5.005.00 4.974.97 4.264.26 5.275.27 5.495.49 4.634.63 5.035.03

Hed: 4. PleasureHed: 4. Pleasure 4.124.12 4.364.36 4.544.54 3.693.69 4.384.38 4.164.16 3.893.89 3.933.93

Sti: 25.Var. LifeSti: 25.Var. Life 3.883.88 3.763.76 4.084.08 4.084.08 4.604.60 4.824.82 4.184.18 4.524.52

Sel: 41. Own Gl.Sel: 41. Own Gl. 5.035.03 5.565.56 5.105.10 4.764.76 5.225.22 5.245.24 4.774.77 5.035.03

Uni: 30. Soc. JusUni: 30. Soc. Jus 4.034.03 3.083.08 3.953.95 4.164.16 4.584.58 4.184.18 4.314.31 4.104.10

M.A. – Mid Atlantic, FL – Florida, S.A. – South Atlantic, PNW – Pacific Northwest, M.A. – Mid Atlantic, FL – Florida, S.A. – South Atlantic, PNW – Pacific Northwest, MAR – Maritimes, ONT – Ontario, PRA – Prairies, B.C. – British ColumbiaMAR – Maritimes, ONT – Ontario, PRA – Prairies, B.C. – British Columbia

High values mean high emphasis on a goal.High values mean high emphasis on a goal.

EVENT MEANING MANAGEMENT: EVENT MEANING MANAGEMENT: EIGHT ORGANIZATIONAL EVENTSEIGHT ORGANIZATIONAL EVENTS

Appointing a New SubordinateAppointing a New Subordinate A Subordinate who is Doing Good WorkA Subordinate who is Doing Good Work A Subordinate who is Doing Poor WorkA Subordinate who is Doing Poor Work Equipment or Machinery Needs ReplacementEquipment or Machinery Needs Replacement Another Department Does Not Provide Another Department Does Not Provide

Resources/SupportResources/Support Differing Opinions within the DepartmentDiffering Opinions within the Department You see the need to Introduce New Work ProceduresYou see the need to Introduce New Work Procedures The Time Comes to Evaluate New Work ProceduresThe Time Comes to Evaluate New Work Procedures

SOURCES OF GUIDANCESOURCES OF GUIDANCE Formal rules and proceduresFormal rules and procedures Unwritten Rules: ‘How we do things around here’Unwritten Rules: ‘How we do things around here’ My subordinatesMy subordinates Specialists outside my departmentSpecialists outside my department Other people at my levelOther people at my level My superiorMy superior Opinions based on own experience and trainingOpinions based on own experience and training Beliefs that are widely accepted in my countryBeliefs that are widely accepted in my country Members of my familyMembers of my family Friends outside this organizationFriends outside this organization

WHERE?WHERE? Austria, Belarus, Bulgaria, Czech Republic, Austria, Belarus, Bulgaria, Czech Republic,

Denmark, Finland, France, Germany, Greece, Denmark, Finland, France, Germany, Greece, Hungary, Iceland, Italy, Netherlands, Norway, Hungary, Iceland, Italy, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Spain, Poland, Portugal, Romania, Slovakia, Spain, Sweden, UK, UkraineSweden, UK, Ukraine

Argentina, Brazil, Chile, Colombia, Jamaica, Argentina, Brazil, Chile, Colombia, Jamaica, Mexico, USAMexico, USA

Kenya, Nigeria, South Africa, Tanzania, ZimbabweKenya, Nigeria, South Africa, Tanzania, Zimbabwe Iran, Israel, Lebanon, Pakistan, India, TurkeyIran, Israel, Lebanon, Pakistan, India, Turkey China, Hong Kong, Indonesia, Japan, Korea, China, Hong Kong, Indonesia, Japan, Korea,

Malaysia, Philippines, Singapore, ThailandMalaysia, Philippines, Singapore, Thailand Australia, New ZealandAustralia, New Zealand

Decision 1. New Subordinate: AngloDecision 1. New Subordinate: Anglo

U.S.U.S. U.K.U.K. Oz.Oz. JamJam CanadaCanada

Formal RulesFormal Rules 3.433.43 3.423.42 3.773.77 3.603.60 3.543.54

Unwritten RulesUnwritten Rules 2.922.92 2.432.43 2.592.59 2.892.89 2.512.51

SubordinatesSubordinates 2.902.90 2.442.44 2.282.28 2.342.34 2.742.74

Staff specialistsStaff specialists 2.142.14 2.212.21 2.242.24 2.322.32 2.942.94

ColleaguesColleagues 2.572.57 2.092.09 2.182.18 2.682.68 2.932.93

SuperiorSuperior 3.573.57 2.982.98 3.373.37 3.873.87 3.613.61

Own experienceOwn experience 3.723.72 3.873.87 3.523.52 3.223.22 3.793.79

Widely accepted Widely accepted

beliefs beliefs 2.932.93 2.442.44 2.572.57 2.572.57 2.712.71Scale: 1-5 where high values mean high use.Scale: 1-5 where high values mean high use.

Decision 1. New Subordinate: OthersDecision 1. New Subordinate: Others

FrancFranc JapanJapan ChinChin NigeNige BelaBela

Formal RulesFormal Rules 3.253.25 3.743.74 3.183.18 4.014.01 2.822.82

Unwritten RulesUnwritten Rules 3.173.17 2.742.74 2.812.81 3.123.12 2.432.43

SubordinatesSubordinates 2.802.80 2.762.76 2.452.45 3.223.22 2.402.40

Staff specialistsStaff specialists 2.292.29 2.002.00 2.462.46 2.852.85 2.082.08

ColleaguesColleagues 2.642.64 2.332.33 2.512.51 3.113.11 2.272.27

SuperiorSuperior 3.653.65 3.583.58 3.433.43 3.753.75 3.713.71

Own experienceOwn experience 3.923.92 3.623.62 3.613.61 3.553.55 3.823.82

Widely accepted Widely accepted

beliefs beliefs 2.49 2.49 2.742.74 3.413.41 3.203.20 2.672.67Scale: 1-5 where high values mean high use.Scale: 1-5 where high values mean high use.

Decision 1. New Subordinate: Latin AmericaDecision 1. New Subordinate: Latin America

U.S.U.S. Braz.Braz. Colo.Colo. ChileChile MexicoMexico

Formal RulesFormal Rules 3.433.43 3.703.70 3.263.26 3.713.71 3.633.63

Unwritten RulesUnwritten Rules 2.922.92 2.782.78 2.802.80 3.223.22 2.982.98

SubordinatesSubordinates 2.902.90 2.822.82 2.262.26 2.702.70 2.522.52

Staff specialistsStaff specialists 2.142.14 2.742.74 2.592.59 2.492.49 2.602.60

ColleaguesColleagues 2.572.57 2.502.50 2.712.71 3.223.22 2.782.78

SuperiorSuperior 3.573.57 3.433.43 3.273.27 3.943.94 3.763.76

Own experienceOwn experience 3.723.72 4.024.02 4.034.03 4.054.05 3.623.62

Widely accepted Widely accepted

beliefs beliefs 2.932.93 2.662.66 2.772.77 3.233.23 2.992.99Scale: 1-5 where high values mean high use.Scale: 1-5 where high values mean high use.

WORKING TOGETHER:WORKING TOGETHER:USA AND UKUSA AND UK

05

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USAUK

WORKING TOGETHER:WORKING TOGETHER:USA AND UKUSA AND UK

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RulesUnwritten

Subordinates

Specialists

Co-workers

Superior

OwnBeliefs

USA

UK

Canada

WORKING TOGETHER:WORKING TOGETHER:JAMAICA AND BARBADOSJAMAICA AND BARBADOS

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JAMAICA

BARBADOS

Implications for International AlliancesImplications for International Alliances

Diagnose sources used most heavily in collaborating Diagnose sources used most heavily in collaborating organizations.organizations.

Consider whether differences are readily management Consider whether differences are readily management or if they should affect decision to collaborate.or if they should affect decision to collaborate.

Look for complementary strengths, especially for Look for complementary strengths, especially for different kinds of projects or different facets of joint different kinds of projects or different facets of joint projects.projects.

Decide which sources will be most central in Decide which sources will be most central in implementing collaboration.implementing collaboration.

Identify collaboration barriers and plan steps to Identify collaboration barriers and plan steps to overcome them.overcome them.

Implications for IB ProgramsImplications for IB Programs Send procedures manuals where rules are used, and Send procedures manuals where rules are used, and

train in application of procedurestrain in application of procedures Plan organization culture change programs where Plan organization culture change programs where

informal norms are used; transformational leaders; informal norms are used; transformational leaders; visible symbols of changevisible symbols of change

Provide for supervisor training where supervisors are Provide for supervisor training where supervisors are used; transfer supervisors with technology; bring used; transfer supervisors with technology; bring supervisors to headquarters for trainingsupervisors to headquarters for training

Provide opportunities for discussion and participation Provide opportunities for discussion and participation where subordinates and colleagues are usedwhere subordinates and colleagues are used

Carefully coordinate programs with national norms Carefully coordinate programs with national norms where national norms are usedwhere national norms are used

World Bank Example Application: World Bank Example Application: Managing Government SizeManaging Government Size

The nature of efficient government may be The nature of efficient government may be culturally dependent: Change the sources used, culturally dependent: Change the sources used, or use preferred sources more efficiently?or use preferred sources more efficiently?

Extensive staff bureaucrats to write and/or Extensive staff bureaucrats to write and/or enforce regulations where rules are used heavily?enforce regulations where rules are used heavily?

Ideological monitors where societal norms are Ideological monitors where societal norms are used heavily?used heavily?

Extensive staff experts to advise about projects Extensive staff experts to advise about projects where experts are used heavily?where experts are used heavily?

Large line organizations where conferring with Large line organizations where conferring with subordinates or colleagues is used heavily?subordinates or colleagues is used heavily?

OWN EXPERIENCE & OWN EXPERIENCE & TRAININGTRAINING

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WIDESPREAD BELIEFS AS WIDESPREAD BELIEFS AS TO WHAT IS RIGHTTO WHAT IS RIGHT

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FORMAL RULES AND FORMAL RULES AND PROCEDURESPROCEDURES

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US PROFILEUS PROFILE

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ARGENTINE PROFILEARGENTINE PROFILE

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BRAZILIAN PROFILEBRAZILIAN PROFILE

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CZECH PROFILECZECH PROFILE

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BELARUS PROFILEBELARUS PROFILE

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HONG KONG PROFILEHONG KONG PROFILE

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CHINESE PROFILECHINESE PROFILE

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TANZANIAN PROFILETANZANIAN PROFILE

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UGANDAN PROFILEUGANDAN PROFILE

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ReferencesReferences Smith, P.B., Peterson, M.F. & Schwartz, S. Cultural values, sources of guidance and Smith, P.B., Peterson, M.F. & Schwartz, S. Cultural values, sources of guidance and

their relevance to managerial behavior: A 47 nation study. their relevance to managerial behavior: A 47 nation study. Journal of Cross Cultural Journal of Cross Cultural PsychologyPsychology, 2002, , 2002, 3333(1), 188-208.(1), 188-208.

Smith, P.B., Peterson, M.F., D’Amorim, M.A., Davila, C., Gamas, E., Malvezzi, S & Smith, P.B., Peterson, M.F., D’Amorim, M.A., Davila, C., Gamas, E., Malvezzi, S & Saiz, J.L. Leadership in Latin American organizations: An event management Saiz, J.L. Leadership in Latin American organizations: An event management perspective. perspective. Interamerican Journal of PsychologyInteramerican Journal of Psychology, 1999, , 1999, 3333 (2), 93-120. (2), 93-120.

Peterson, M.F. & Smith, P. B. Meanings, organizations and culture: Using sources of Peterson, M.F. & Smith, P. B. Meanings, organizations and culture: Using sources of meaning to make sense of organizational events. In Neal Ashkanasy, Celeste meaning to make sense of organizational events. In Neal Ashkanasy, Celeste Wilderom & Mark F. Peterson (eds.), Wilderom & Mark F. Peterson (eds.), Handbook of organizational culture and Handbook of organizational culture and climateclimate. Thousand Oaks, CA: Sage Press, 2000, pp. 101-115.. Thousand Oaks, CA: Sage Press, 2000, pp. 101-115.

Peterson, M.F., Elliott, J.R., Bliese, P.D. & Radford, M.H.B. Profile analysis of the Peterson, M.F., Elliott, J.R., Bliese, P.D. & Radford, M.H.B. Profile analysis of the sources of meaning reported by U.S. and Japanese local government managers. sources of meaning reported by U.S. and Japanese local government managers. Research in the Sociology of OrganizationsResearch in the Sociology of Organizations. Peter Bamberger, Miriam Erez and . Peter Bamberger, Miriam Erez and Samuel B. Bacharach (eds.). Greenwich, CT: JAI Press, 1996, pp. 91-147.Samuel B. Bacharach (eds.). Greenwich, CT: JAI Press, 1996, pp. 91-147.

Schwartz National Value DimensionsSchwartz National Value Dimensions

Hierarchy vs. egalitarianismHierarchy vs. egalitarianism- legitimacy of unequal distribution vs. - legitimacy of unequal distribution vs.

transcendence of selfish interests.transcendence of selfish interests.Mastery vs. harmonyMastery vs. harmony- - getting ahead vs. fitting harmoniously.getting ahead vs. fitting harmoniously.Conservatism vs. intellectual and affective Conservatism vs. intellectual and affective

individualismindividualism- - maintaining the status quo vs. individuals maintaining the status quo vs. individuals

pursuing their own ideas and affectively pursuing their own ideas and affectively positive experience. positive experience.

Schwartz Nation Scores: ExamplesSchwartz Nation Scores: Examples

ConservatismConservatism HierarchyHierarchy MasteryMastery((National security,National security, (Authority)(Authority)

(Independent,(Independent,Honor parents)Honor parents) Ambitious)Ambitious)

SlovakiaSlovakia 4.3 4.3 2.1 2.1 4.1 4.1GermanyGermany 3.4 3.4 2.3 2.3 4.1 4.1HollandHolland 3.7 3.7 2.3 2.3 4.0 4.0Israel JewsIsrael Jews 4.1 4.1 2.7 2.7 4.1 4.1Israel ArabsIsrael Arabs 4.3 4.3 3.2 3.2 4.2 4.2JapanJapan 3.9 3.9 2.9 2.9 4.3 4.3SpainSpain 3.4 3.4 2.0 2.0 4.1 4.1U.S.U.S. 3.9 3.9 2.4 2.4 4.3 4.3

From Schwartz, 1994; high values mean a high level of the culture dimension