Switzerland

Chapter 5 Crossing CulturesSwitzerland: Team IV

Darian Sargent, Frank Jones, Joshua Pavlik, Chase Wilder, Jarrett Etheredge, Desi Hart, Phillip Mesch, David Gonzalez, Lindsey Garrett, Mikey Via

What to ExpectChapter 5 Crossing Cultures

Four IssuesParadoxs of culture-based ethical systemsParadoxs specific to long-term visitorsThree stage and Four stage ModelReverse culture shock

11 Paradoxs totalCrossing CulturesCulture ShockNatural response that an individual manifests when attempting to react to and control the many new stimuli, perceptions, and feelings a visitor experiences.

Who suffers more?Expatriate or their significant other

Crossing CulturesU-shaped patternGullahorn & Gullahorn, 1963

Culture Based Ethics:Relativism

Relative StandardsOne situation differs with another Collectivistic cultures

Divergence among cultures

Universalism

Universal StandardsEthical standards that apply to allIndividualistic cultures

Paradox 5.1Are ethical norms and standards universal or relative to the situation?

Ethics (Ethos)Character and sentiment of the community

Ethical BehaviorDegree to which individuals conform to norms and standards5.1GlobalizationIndividualism and universal standardsDonaldson (1989)10 Fundamental Rights

CountermovementRussia and ColumbiaUnilateral contract terminationCorruption

5.1Ethical Algorithm

Difference solely economic conditions

Conflict of home vs. host cultureSuccessful business in host cultureDoesnt violate fundamental international right

5.1Integrative Social Contracts TheoryHyper-norms- fundamental universal normsHuman rightsBasic prescriptions of major religions

High-order norms to Low-order normsHigh used to judge low5.1Cultures HistoryInfluence universal or relative standards

SwitzerlandFrench Revolution

ChinaMaoParadox 5.2Are there universal ethics across generic cultures, or do ethics vary by generic culture?1. HC- horizontal collectivism: low degree of power distance and a high degree of collectivismCommunity-sharing cultures

2. VC- vertical collectivism: high degree of power distance and collectivismAuthority-ranking cultures

3. HI- horizontal individualism: low degree of power distance and a high degree of individualismEquality-matching cultures

4. VI- vertical individualism: high degree of both power distance and individualism Market-pricing cultures

Fiskes generic cultures: Nominal = Community Sharing

Ordinal = Authority Ranking

Interval = Equality Matching

Ratio = Market PricingRelating generic cultures to statistical scales:Community Sharing represents nominal scaling: Names only given to entities

Norms for in-group members vs. out-group members

In-groups treatment to out-group membersAuthority- ranking is ordinal in nature: Importance of individuals

Higher-status positions

ex. Japan and KoreaEquality-matching is interval: Unit of measurement for individuals

No true zero point

Found in Scandinavian countries Market-pricing on ratio scaling: Common unit of measurement

Compares dimensions on a monetary basis

e.g. pay for performanceParadox 5.3 & 5.4Oslands ResearchFour Independent areas of dimensions in which their nine paradoxes fall:

Cultural IntelligenceSelf-IdentityMediationCautious Optimism

5.3Is the general stereotype of the host culture valid?

It is hard to pinpoint a single stereotype on an entire culture.

Example: Switzerland is seen as a very reserved and private culture.

as globalization brings us closer together, these exceptions will increase in number.

5.4How can the expat manager be simultaneously powerful and powerless?

Powerful: have a mass amount of power due to the fact that they have their home country backing their decisions and being able to confide in them.Powerless: The locals around you have the knowledge and contacts that they need to be successful and the expatriate manager does not.

5.5How can the expat manager be simultaneously free of home-country norms and restrained by host-country norms?Conforming to the norms and expectations of host culture.Aly example

Authority ranking cultures

Joyce Osland Paradox 5.6How can the expat manager simultaneously accept the ideal cultural values of the home culture and realize that they do not exist in the home culture or exist only in attenuated form?

Culture Values

AttenuatedWeak or slim form5.6What does this really mean?This paradox represents the tension between the ideal and actual values of the home culture

Representative of ideal portrayed in social mediaFilmsTelevisionBooks

5.6Pressure to act a good ambassadors conflict

Study abroad experiences

Hire competence or connections?Goal accomplishmentNepotism

5.6Playing favorites and prestigious connections

Osland Survey(2006)54.3% of the expats identified this paradox in their work and life abroad

Paradox 5.7How can the expat manager resolve the conflict between contradictory demands of the home office and the host-culture subsidiary?

TensionHome-culture vs Host-cultureInfringes upon values and expectation. Ideals of fairness.26Completion of Goals Home-culture (United States) Demand of short completion time

Host-culture Longer time frames, lack of resources available, and regulating laws.

Demand The completion of specific task and goals.Differing cultural expectations.51.4% Resolution Education of Host-Culture. ExpectationsValuesResources available

Paradox 5.8How can the expat manager simultaneously give up some home-country values and strengthen other home country values?When visiting a host country..Expats gain knowledge of the host country's values and cultural normsOut of necessity Out of interestExpats also begin to gain even more insight into their home culture that they have grown accustomed toThis includes norms that are both consciously and unconsciously accepted

As a resultAs a result from being submersed in a different culture, many expats tend to give up some values of the home cultureThis could includeDietStyle of DressWays of conducting businessSocial interactionAs a resultIn extreme cases the expat will give up the home culture entirely and completely convert to the host cultureIn this case they will adopt everything about the culture including religion and languageHoweverSuch an extreme case is uncommonWhat usually happens is that the expat will give up noncore values After giving up noncore values, the expat will then strengthen the core valuesGenerally speakingExpats tend to become more indentified with the home culture after being sent abroad

Among expats surveyed, 60% said that they had experienced this when they went abroad

Paradox 5.9Is it possible for the expat manager to become more cosmopolitan and more idiosyncratic simultaneously?35DefinitionsCosmopolitan: belonging to the entire world; not limited to just one part of the world

Idiosyncrasy: a structural or behavioral trait peculiar to an individual or group36ExamplesThai food

Swiss grocery stores

48.6 % of expats. Described it as the most important paradox

37SummaryQuote from textbook:

We work to live rather than We live to work

38Paradox 5.10How can the expat manager simultaneously think well of the host culture and avoid being taken advantage of?

The Oslands studied four independent dimensions of which their nine paradoxes for expat managers would fall.This paradox deals with their dimension of cautious optimism

5.10Cautious OptimismAwareness of the expat of the new host countrys culture and to what extent they get taken advantage of.Expat must have a positive regard for the host countryMust be able to do this while not being taken advantage ofBecoming knowledgeable about the host countrys culture is key to earning the locals respectExamples regarding cautious optimismHaving trust in the ethics of another cultureExample: American in a foreign country being overcharged for a cab ride.US citizens are used to fixed, no haggle prices.Other cultures prefer to bargain prices.Cab drivers could charge 5-10 times more to foreigners than what is expected in the host culture.Thinking too well of the host culture could put you at a disadvantage that you arent even aware of.

Examples regarding cautious optimismMost common issue facing expat managers in new cultures according to the Osland study: major bribes

Example: A US company Senior executive wanting to operate in Russia.Expat assumed optimistically that like in the US, major bribing is not allowed in business transactions.

Examples regarding cautious optimismIn reality:US manager witnesses Russian top officials openly accepting bribes at a formal dinnerUS managers are at a disadvantage with European and Asian Countries who are legally free to bribeUS expats have been sentenced to long jail times for accepting bribes

Paradox 5.11How can the expat manager be simultaneously at home anywhere in the world and fit in comfortably nowhere?

The expatriate ManagerSome remain as permanent residentsThe cosmopolitan expatMost return home

5.11Global Firms5-10 yrs experience outside home culture for senior or top management positions

Stability and community45.7% had difficulty

5.11Understanding Cross-Cultural Interactions via Cultural Sensemaking

Three-Stage ModelFraming the SituationEmploy schemas and scriptMaking AttributionsAnalyze culture profileIdentify communication styleEngage in sophisticates stereotypingSelect a Script5.11Four-Stage ModelIndentify the degree to which process must be emphasizedFraming the situationEmploy Hofstedes various dimensions of national culturesEmploy cultural metaphors5.11Reentry Into the Home CultureProsBecame more cosmopolitanImproved work skillsIncreased knowledgeStrengthened core valuesConsReverse culture shockReturn to lower position or changes authorityGave up some values

ConclusionCrossing Cultures

Four IssuesParadoxs of culture-based ethical systemsParadoxs specific to long-term visitorsThree stage and Four stage ModelReverse culture shockCest toutquipe de 4