Organizational cultures in an international context

8 important questions on Organizational cultures in an international context

Why became culture relevant in management studies

  1. contextucal changes around 1980/ emergence of Japan as an important competitor

  2. task related changes / managers increasingly rrealize that success of M&A´s depends on succesfull integration of people and organizations

  3. academic arguments

  4. culture affects different managerial roles in daily practice (decision maker, negotiator, leader)

Role 1: Manager as decision maker: howrationalcanyoube ?

  • bounded rationality (incomplete information)
  • cultural constraints (vigilance, compacency, defensive avoidance, hypervigilance)
  • simplifying strategies (availability, representativeness)

Role 2: Manager as negotiator

  • language issues
  • communication style (explicit/implicit, direct/indirect, silence/verbal)
  • non-verbal communications (tone voice, eye contact, facial expressions)
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High context cultures (=HCC):


  • §Speaking style focuses on in-group members who share similar experiences.

  • complex and implicit messages

  • §HCCs are relational, collectivist, intuitive and contemplative.



›Low context cultures (=LCC):


  • §Speaking style assumes less ‘contextual clues’ and  explicit.
  • §LCCs are logical, linear, individualistic, and action-oriented. People like logic, facts and directness.
  • §In business relations: explicit contracts are important.

Role 3: Manager as leader

  • Leadership depends on schema of cultural differences (Hofstede)
  • different behavior can be expected
  • culture matters with motivation (content/process theories)

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bringing togehter our R&D and design expertise and local business-creation capabilities to address people's needs

Espoused values philips

1. eager to win
2. take ownership
3. team up to excel

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