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    Chapter 2: Ihrm: and Culture

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    Toh KarWai
    This chapter discusses the impact of culture on international human resource management (IHRM). It defines culture as the shared ways of behaving and believing that develop over time within a group. Culture is explored as having surface, hidden, and invisible layers. Research on national cultures by Hofstede and Trompenaars is summarized that examines dimensions such as power distance, individualism, and achievement versus ascription. The chapter also addresses challenges in cross-cultural research and managing convergence and divergence between country and organizational cultures.

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    Chapter 2: Ihrm: and Culture

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    Toh KarWai
    31 views26 pages
    This chapter discusses the impact of culture on international human resource management (IHRM). It defines culture as the shared ways of behaving and believing that develop over time within a group. Culture is explored as having surface, hidden, and invisible layers. Research on national cultures by Hofstede and Trompenaars is summarized that examines dimensions such as power distance, individualism, and achievement versus ascription. The chapter also addresses challenges in cross-cultural research and managing convergence and divergence between country and organizational cultures.

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    Chapter 2 IHRM

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    This chapter discusses the impact of culture on international human resource management (IHRM). It defines culture as the shared ways of behaving and believing that develop over time within a group. Culture is explored as having surface, hidden, and invisible layers. Research on national cultures by Hofstede and Trompenaars is summarized that examines dimensions such as power distance, individualism, and achievement versus ascription. The chapter also addresses challenges in cross-cultural research and managing convergence and divergence between country and organizational cultures.

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    31 views26 pages

    Chapter 2: Ihrm: and Culture

    Uploaded by

    Toh KarWai
    This chapter discusses the impact of culture on international human resource management (IHRM). It defines culture as the shared ways of behaving and believing that develop over time within a group. Culture is explored as having surface, hidden, and invisible layers. Research on national cultures by Hofstede and Trompenaars is summarized that examines dimensions such as power distance, individualism, and achievement versus ascription. The chapter also addresses challenges in cross-cultural research and managing convergence and divergence between country and organizational cultures.

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    CHAPTER 2: IHRM

    and Culture
    Overview chapter 2:

     The importance of culture


     Cultural convergence and/or divergence
     Research in IHRM
     Impact of culture on IHRM
    A definition and description
    of culture
     “Culture is the characteristic way of behaving and
    believing that a group of people have developed over
    time”
     Culture is the characteristic way of behaving and
    believing that a group of people in a country or region
    (or firm) have evolved over time and share.
    Culture

     Gives them a sense of who they are, of belonging, of


    how they should behave.
     Provides them the capacity to adapt to circumstances
    (because the culture defines what is the appropriate
    behavior in that circumstance) and to transmit this
    knowledge to succeeding generations (in the case of
    countries) or to new employees (in the case of
    organizations).
    Culture

     Affects every aspect of the management process – how


    people think, solve problems, and make decisions (for a
    country or a firm).
    Understanding culture as
    layers of meaning
     Surface or explicit culture
     Hidden culture
     Invisible or implicit culture
     Developing cultural understanding
    Figure 3.1: The three layers
    of culture
    Layers in Culture
     Surface culture (the outside layer): things that are readily visible, such as
    dress, food, architecture, customs, body language, gestures, etiquette,
    greetings, gift giving.
     Hidden culture (the middle layer): values, religions, and philosophies
    about things like child rearing, views of what is right and wrong.
     Invisible culture (the core): the culture’s universal truths.
    Figure 3.2: Development of
    cross-cultural competences
    National and regional
    cultures
     The research of Geert Hofstede
     Power distance
     Uncertainty avoidance
     Masculinity
     Individualism
     Confucian dynamism
     The research of Fons Trompenaars
     Universalism versus particularism
     Collectivism versus individualism
     Neutral versus emotional
     Diffuse versus specific
     Achievement versus ascription
    The research of Geert
    Hofstede
     Degree of acceptance of power distance between bosses
    and subordinates.
     Degree of individualism or collectivism.
     Degree of masculinity or femininity in social values.
     Degree of uncertainty avoidance or tolerance for
    ambiguity.
    The research of Fons
    Trompenaars
     Universal versus particular (emphasis on rules versus
    relationships).
     Collectivism versus individualism.
     Range of emotions expressed (neutral versus
    emotional).
     Range of involvement with other people (diffuse versus
    specific).
     Method of according status to other people (based on
    achievement or ascription).
    Practical observations

     Deal focus versus relationship focus


     Informal versus formal cultures
     Rigid-time (monochronic) versus fluid-time (polychronic)
    cultures
     Expressive versus reserved cultures
    Dangers of oversimplification

     Treating countries or cultures as homogeneous wholes


     Cultures change
    Country culture versus MNE
    culture
     Organizational culture and values
     Centralization/standardization versus
    localization/customization
    Cultural convergence and/or
    divergence
     Convergence: best practices
     Divergence: local cultural practices
     “Glocalization”: global and local
    Cultural research in IHRM

     Inconsistent and vague definitions of terms like culture


     Inaccurate translation of key terminology
     Difficulty in obtaining representative or equivalent
    samples of research subjects
     Difficulty in isolating cultural differences
    Limitations of studies

     Mostly American perspectives


     Lacking analytical approaches
     Lack of research funds
     Limited topics
    Forms of IHRM research

     Cross-cultural research
     Multicultural research
     Research on HR practices in emerging market countries
    Basic assumptions of cultural
    research
     Universal
     Situational
     Convergent
    Specific difficulties

     The focus of researchers: emic vs etic


     Language problems
     Measurement/methodological problems
    Equivalence problems in cross
    cultural research
     Metric (stimulus) equivalence
     Conceptual equivalence
     Functional equivalence
     Subjectivity of topics
     Factors other than culture
    Research content in IHRM

     Selection and preparation of expatriates


     Local foreign workforces
     HRM practices in MNEs
    Impact of culture

     Importance of culture on international business and


    IHRM
    Key terms

     National culture
     Organizational (MNE) culture
     Surface, hidden, and invisible culture
     Convergence, divergence, and crossvergence
     Low context and high context
     Power distance
     Uncertainty avoidance
     Masculinity
     Individualism
     Confucian dynamism
     Universalism and particularism

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