ibahrine chapter 4 dimensions of culture
TRANSCRIPT
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Chapter 4
Dimensions of Culture
American University of Sharjah College of Arts and Sciences
Department of Mass CommunicationDr. Ibahrine
Hofstede’s model
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Discuss how the sociocultural environment will affect the attractiveness of a potential market
Define culture and name some of its elements
Discuss whether the world’s cultures are converging or diverging
Explain the ‘4+1’ dimensions in Hofstede’s model
Discuss the strengths and weaknesses of Hofstede’s model
Chapter 4 Objectives
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Hofstede’s dimensions of culture
Power Distance
Masculinity-Femininity
Long-Term vs Short-Term orientation
Uncertainty Avoidance
Individualism-Collectivism
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Hofstede’s dimensions of national culture
Power Distance Individualism-Collectivism Masculinity-Femininity Uncertainty Avoidance Long-Term vs Short-Term orientation
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Power DistanceThe extent to which the less powerful
members within a society accept - even expect- that power is unevenly distributed
High power distance societiesChildren expected to be obedient to
parentsSubordinates are less likely to
contradict bosses
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0
55
110
Power Distance: Rightful place vs Equality
Power Distance large
Respect authority & eldersacceptance and expectance of authority
‘rightful place’, dependence, consume for social status
Inequality minimized, anti-authorityarguments, “critical mind”, opinions
respect for youth, independence consume for use
Power Distance small
Hofstede, 2001
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It is important to understand the difference between the context cultures to avoid misunderstanding of messages and intentions.
Culture Defined
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High-context culture - The social context in which what is said strongly affects the meaning of the message.
Low-context culture - The meaning of the message is explicitly expressed by the words and is less affected by the social context.
Culture Defined
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0
50
100
Individualism-Collectivism: “I” versus “we”
“I” oriented, personality, identity, independence
privacy, freedom, differentiationmedia main source of information
universalist, sell, persuasionverbal orientation, product brands
communication direct
“we” oriented, interdependenceharmony / face, sharing, conformance
social network main source of informationparticularist, trust, invest in relationsvisual orientation, company brands
communication indirect Source: Hofstede, 2001
Individualist
Collectivist
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7-10
Hall’s Communication Context
Low-context cultures
High-context cultures
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7-11
Comparing low- and high-context cultures
(1)
Communication Explicit, direct Implicit, indirect
CharacteristicLow-context High-context
Informal handshakesFormal hugs, bows, and handshakes
Sense of self and space
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7-12
Comparing low- and high-context cultures
(2)
Dress and appearance
Varies widely, dress for success
Indication of position in society,
religious rule
CharacteristicLow-context High-context
Eating is anecessity, fast food
Eating is social eventFood
and eating habits
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7-13
Comparing low- and high-context cultures
(3)
Time consciousness
Linear, exact, promptness is valued,
time = money
Elastic, relative, time = relationships
CharacteristicLow-context High-context
Nuclear family, self-oriented,value youth
Extended family, other oriented,
loyalty
Family andfriends
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7-14
Comparing low- and high-context cultures
(4)
Values and normsIndependence, confrontation
of conflict
Group conformity, harmony
CharacteristicLow-context High-context
Egalitarian, challenge authority,
gender equity
Hierarchical, respect for authority,
gender rolesBeliefs andattitudes
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7-15
Comparing low- and high-context cultures
(5)
Mental process and learning
Linear, logical, sequential,
problem solving
Lateral, holistic,accepting
life’s difficulties
CharacteristicLow-context High-context
Deal oriented, rewardsbased on achievement
Relationship oriented, rewards based
on seniority
Business/work habits
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High- and Low- Context Cultures
High Context Information resides in
context Emphasis on background,
basic values, societal status Less emphasis on legal
paperwork Focus on personal
reputation Saudi Arabia, Japan
Low Context Messages are explicit and
specific Words carry all information Reliance on legal
paperwork Focus on non-personal
documentation of credibility Switzerland, United States,
Germany
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High- and Low- Context Cultures
Factor/Dimension
High Context Low Context
Lawyers Less important Very important
A person’s word Is his/her bond Is not reliable—get it in writing
Responsibility fororganizational error
Taken by highest level Pushed to the lowest level
Space People breathe on one another
Private space maintained
Time Polychronic Monochronic
Competitive bidding
Infrequent Common
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Figure 7.3 The contextual continuum of differing cultures
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Add figure 3.3, p.80 here
The Positions of Fifty Countries and Three Regions on Power Distance and
Individualism-Collectivism Dimensions
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Individualism-Collectivism
The world is viewed as in-groups and out-groups Individuals are identified by group allegiance and
role Groups are established, strong, and cohesive –
You don’t just choose which group to join
Individualistic cultures are more open to outsiders and foreign ideas
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Masculinity-FemininityMasculinity is associated with
assertivenessMasculine societies value ambition,
competitiveness, and high earningsFemininity is associated with modesty
and nurturingFeminine societies are concerned with
public welfare
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0
50
100
Masculinity-Femininity: Gender of nations: hard vs soft
Material success, what you do competition, money & things, consume for
showlive for working, role differentiation
Modesty, who you are, equality (= leveling)people, quality of life, consume for use,
work for living, overlapping roles
Source: Hofstede, 1991
Masculine
Feminine
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Uncertainty Avoidance
The state of being uneasy or worried about what may happen in the future Anxious in general
Uncertainty avoidant societies Don’t like ambiguity Consider the different to be threatening Tend to be better implementers than innovators
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Uncertainty Avoidance: Coping with ambiguity
0
55
110clarity, structure, precision, punctuality
competence/expertise, scientific controlstress, stability, need for purity
slow adoption of innovationsadvertising is serious
Comfortable with ambiguity, chaosfast adoption of innovations, tolerance
humor in advertising
Source: Hofstede, 2001
Strong UA
Weak UA
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Hofstede’s model of national cultures
Power distance
Uncertainty avoidance
Individualism
Masculinity
Time perspective
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Attitudes Toward Time
Monochronic versus polychronic Temporal orientations
Past orientation Europe and Middle East
Present orientation Mexico
Future orientation USA
Work and leisure time
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Hofstede Scores Are Relative
Compared to USA, Japan is collectivist USA = 91 on Individualism Japan = 46 on Individualism
Compared to South Korea, Japan is individualistic Japan = 46 on Individualism South Korea = 18 on Individualism
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Hofstede Scores
Country/
region
Power distance
Individualism Masculinity Uncertainty avoidance
USA 40 91 62 46
Canada 39 80 52 48
United Kingdom
35 89 66 35
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Hofstede Scores
Country/
region
Power distance
Individualism Masculinity Uncertainty avoidance
France 68 71 43 86
Germany 35 67 66 65
Hungary 46 80 88 82
Romania 90 30 42 90
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Hofstede Scores
Country/
region
Power distance
Individualism Masculinity Uncertainty avoidance
Arab countries
80 38 53 68
Israel 13 54 47 81
Mexico 70 46 53 68
Chile 63 23 28 86
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Long Term Orientation - Short Term Orientation
0
60
120
CHN HOK JPN KOR BRA IND THA SIN NET GER USA UK CAN SPA PAK
Thriftsparing with resources
perseverance, work hardpragmatismslow results
Spendingbuy now, pay later
instant gratificationtradition, truth
bottom-line now Short-Term
Long Term
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WATCH VIDEO
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Hofstede’s dimensions of national culture
Hofstede notes that three of the dimensions Power Distance, Individualism-Collectivism and Masculinity-Femininity
refer to expected social behavior
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Hofstede’s dimensions of national culture
The fourth dimension Uncertainty Avoidance is concerned with “man’s search for Truth,” and a fifth reflects the importance of time.
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Hofstede’s dimensions of national culture
The fifth Long-Term vs Short-Term orientation
reflects the importance of time.
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Quibla Cola Products
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Cross-Cultural Training Methods
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Assignments Making Culture Work for Marketing Success
Embrace local culture. Build relationships. Employ locals to gain cultural knowledge. Help employees understand you. Adapt products and processes to local markets. Coordinate by region.
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OVERT NAMES
Reveal what the company
does
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IMPLIED NAMES
• Contain recognizable words or word parts that imply what the company is about
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CONCEPTUAL NAMES
• Try to capture the essence of the idea behind the brand
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ICONOCLASTIC NAMES
Does not reflect the company’s goods and services, but instead
something that is unique different and
memorable
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CONCEPTUAL
IMPLIED
ICONOCLASTIC
OVERT
CORPORATE NAMES