Mgmt2102 Journal Article Review
MGMT2102: MANAGING ACROSS CULTURES
JOURNAL ARTICLE REVIEW
Reading Title, Author & Publication Details (Article, Chapter, Selected Reading of Choice):
The Business of International Business is Culture, International Business Review Vol 3,1
Discussion (350 words):
The main theories covered in this article are Hofstede’s 5 Dimensions of Culture, as well as the specific dimensions of organisational culture. It also discusses how culture can affect management practices.
The five general dimensions identified are Power Distance, Individualism/Collectivism, Masculinity/Femininity, Uncertainty Avoidance, and Time Orientation. Power Distance refers to the acceptance of unequal power distribution by less empowered individuals; the degree referring to the level of acceptance. Individualism focuses on self-obligations. In contrary, Collectivism promotes harmony, respect and shame. Masculinity assumes distinct social gender roles – men ideally possess more “aggressive” roles and behaviours such as assertiveness and competitivity, while women are supposed to be modest and caring. Uncertainty Avoidance measures the desire of ‘man’s search for truth’. Low Uncertainty Avoidance means a high tolerance for ambiguity and little to no need for explicit rules. Time Orientation can be divided into Long-Term versus Short-Term. Long-Term Orientation supports future planning, while the latter focuses on the present. Short-Term Orientation would direct an individual toward fulfilling social obligations and obtaining immediate gratification.
The six dimensions of organisational cultures include: Process-oriented/Result-oriented, Job-oriented/Employee-oriented, Professional/Parochial, Open/Closed System, Tightly/Loosely Controlled, Pragmatic/Normative.
Process/Result is affected by a culture’s homogeneity; increasingly homogeneous cultures are stronger and thus, more result-oriented. Job-oriented