Comparing Corporate Cultural Profiles Using the Cultural Dimensions of Hofstede

Demmler, Michael; Ayala, Ricardo Ortiz; Solís, Alejandra Urbiola

doi:10.12691/jbms-6-2-1

Cited by 3 publications

(1 citation statement)

References 3 publications

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“…They show if people follow their own goals or the goals of a group and if they fit into social structures that are loose or tight. Ideas about what makes someone male or female are different (Demmler et al, 2018). This can use the idea of excess versus control to find out how people feel about meeting basic needs like having fun and enjoying life (Andrijauskienė and Dumčiuvienė, 2017).…”

Section: India and The Uk: Cultural Dimensions Theory Differencesmentioning

confidence: 99%

Exploring the Keys to Successful Cross-cultural Partnerships: Uncovering the Essential Components that Enhance or Hinder Fruitful Joint Ventures and Collaborations Between Entrepreneurs from the Uk and India

2024

IJFMR

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In the past few years, there has been a big rise in the number of relationships and agreements between businesses in India and the UK. But the results of these cross-cultural projects are very different. Some are huge successes, while others have a hard time. The purpose of this study paper is to find the cultural factors that affect the behaviour and productivity of business ties between the UK and India in a good or bad way. The first part of the paper sheds light on well-known cultural aspects theories, like Hofstede's model, to look at and compare the core values of Indian and UK cultures. It is made clear how the two countries' cultural values are very different. A qualitative exploratory research methodology was employed. Secondary research was conducted analysing scholarly literature on cross-cultural management, cultural dimensions theories, and case studies of real-life UK-India partnerships. What should be done is suggested based on the results. To have long-lasting partnerships with people from other countries, they need to learn about each other's cultures by getting to know each other, being open and flexible, and always learning. The study's result is that companies can do well in different countries by overcoming the challenges that come with their differences and working to be culturally competent.

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Section: India and The Uk: Cultural Dimensions Theory Differencesmentioning

confidence: 99%

Exploring the Keys to Successful Cross-cultural Partnerships: Uncovering the Essential Components that Enhance or Hinder Fruitful Joint Ventures and Collaborations Between Entrepreneurs from the Uk and India

2024

IJFMR

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The Importance of Corporate Culture for the Sustainability of Companies in the Context of Crisis Phenomena

Izmailova

2022

Mod. innov. razvit.

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Purpose: the purpose of the article is to study the role of corporate culture in the sustainability of companies in the conditions of crisis phenomena, as well as to analyze methodological approaches to corporate culture as a tool for the competitive success of the company.Methods: the methodology of the work is based on the use of the concepts of organizational culture and sustainable development, as well as the theory of modernization, integrating economic growth and the culture of companies within a single process of sustainable development. A group of scientific methods has been applied, including: inductive-deductive method, method of comparative analysis and retrospective method, method of expert analysis, rating assessment and others.Results: the analysis of the role of corporate culture in the conditions of crisis phenomena caused by the instability of the external environment is carried out. It is noted that the influence of corporate culture on the stable development of companies can have a dual character: a strong corporate culture has a stimulating effect on the economic growth of the company, and its weakness becomes an obstacle to sustainable development. The analysis of methodological approaches to corporate culture, which is considered as a tool for competitive success and sustainable development of the company, is carried out. Modern aspects of the formation of new behavioral models and tools for their introduction into corporate culture are revealed in order to maximize the compliance of companies with the conditions of extreme instability of the external environment.Conclusions and Relevance: the phenomenon of corporate culture is a rather complex area of research – this follows from the interpretation of this concept, the definition of the methodology of formation and the search for tools for its development. But it becomes obvious that the growth of knowledge about corporate culture, produced in the academic environment and highly demanded by the management of companies, has had a significant impact on managerial thinking and management practice. This is due to the understanding of the high role of corporate culture in the processes of internal integration and adaptation of the company to the external environment, in achieving competitive success and strategic development goals, which creates the basis for sustainable development of the economic system.

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Exploring mid-level leaders’ perceptions of organisational culture at cash management company

Pillay,

Dhanpat,

De Braine

2023

SA Journal of Human Resource Management

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Orientation: Mid-level leadership has an important role to play in driving organisational culture for effective organisational functioning.Research purpose: This study aimed to examine the perceptions of mid-level leaders in a cash management company in South Africa on their influence on organisational culture.Motivation for the study: While studies have been conducted on leadership and organisational culture within various sectors of the South African economy, the cash management industry has been commonly overlooked, despite the essential role played by these organisations.Research approach/design and method: This study followed a qualitative research approach. A purposive sample of 12 mid-level leaders was interviewed using semi-structured interviews. Braun and Clarke’s thematic analysis was used to extract themes.Main findings: The main finding revealed that mid-level leaders primarily influenced organisational culture as they met operational goals and second by encouraging employee development, safety and risk management, compliance, information sharing and personal interaction. Other emergent themes included perceived challenges to the organisation’s culture and prominent strengths of the organisation’s culture.Practical/ managerial implication: This study shows the role that mid-level leadership has to drive organisational culture. Organisations should therefore use mid-level leaderships’ insight into strengthening organisational culture.Contribution/ value add: This study supports the role of mid-level leaders and their influence on fostering an organisation’s desired cultural outcomes. A conceptual model of culture enablement adds to the understanding of organisational culture and strengthens the study’s contribution to the body of knowledge.

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Comparing Corporate Cultural Profiles Using the Cultural Dimensions of Hofstede

Cited by 3 publications

References 3 publications

Exploring the Keys to Successful Cross-cultural Partnerships: Uncovering the Essential Components that Enhance or Hinder Fruitful Joint Ventures and Collaborations Between Entrepreneurs from the Uk and India

Exploring the Keys to Successful Cross-cultural Partnerships: Uncovering the Essential Components that Enhance or Hinder Fruitful Joint Ventures and Collaborations Between Entrepreneurs from the Uk and India

The Importance of Corporate Culture for the Sustainability of Companies in the Context of Crisis Phenomena

Exploring mid-level leaders’ perceptions of organisational culture at cash management company

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